Lakeland Financial Earnings 2018-12-31
LKFN 10K Annual Report
| Balance Sheet | Income Statement | Cash Flow |
|---|---|---|
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 10‑K
ANNUAL REPORT PURSUANT TO SECTION 13 or 15(d) of the
Securities Exchange Act of 1934
For the fiscal year ended December 31, 2018
Commission file number 0-11487
LAKELAND FINANCIAL CORPORATION
| Indiana | 35‑1559596 |
| (State of incorporation) | (I.R.S. Employer Identification No.) |
202 East Center Street, P.O. Box 1387, Warsaw, Indiana 46581‑1387
(Address of principal executive offices)
Telephone: (574) 267-6144
Securities registered pursuant to Section 12(b) of the Act:
| Common Stock, no par value | Nasdaq Global Select Market |
| (Title of class) | (Name of each exchange on which registered) |
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes X No__
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes __No X
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding twelve months (or for such other period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes X No __
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes X No __
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S‑K is not contained herein and will not be contained, to the best of the registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10‑K or any amendment to this Form 10‑K. [ ]
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer”, “accelerated filer”, “smaller reporting company”, and “emerging growth company” in Rule 12b-2 of the Exchange Act.
| Large accelerated filer [X] | Accelerated filer [ ] | Non-accelerated filer* [ ] | Smaller reporting company [ ] | Emerging growth company [ ] |
*Do not check if a smaller reporting company
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. [ ]
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act) Yes __ No X
The aggregate market value of the voting and non-voting common equity held by non-affiliates of the registrant, based on the last sales price quoted on the Nasdaq Global Select Market on June 30, 2018, the last business day of the registrant’s most recently completed second fiscal quarter, was approximately $1,158,232,579.
Number of shares of common stock outstanding at February 19, 2019: 25,614,046
DOCUMENTS INCORPORATED BY REFERENCE
Part III - Portions of the Proxy Statement for the Annual Meeting of Stockholders to be held on April 9, 2019 are incorporated by reference into Part III hereof.
LAKELAND FINANCIAL CORPORATION
Annual Report on Form 10-K
Table of Contents
| Page Number | ||
| PART I | ||
| PART II | ||
| PART III | ||
| PART IV | ||
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PART I
The Company
Lakeland Financial Corporation (“Lakeland Financial”), an Indiana corporation incorporated in 1983, is a bank holding company headquartered in Warsaw, Indiana that provides, through its wholly-owned subsidiary Lake City Bank (the “Bank” and together with Lakeland Financial, the “Company”), a broad array of products and services throughout its northern and central Indiana markets. The Company offers commercial and consumer banking services, as well as trust and wealth management, brokerage, and treasury management commercial services. The Company serves a wide variety of industries including, among others, commercial real estate, manufacturing, agriculture, construction, retail, wholesale, finance and insurance, accommodation and food services and health care. The Company’s customer base is similarly diverse. The Company is not dependent upon any single industry or customer. At December 31, 2018, Lakeland Financial had consolidated total assets of $4.9 billion and was the fourth largest independent bank holding company headquartered in the State of Indiana.
Company’s Business. Lakeland Financial is a bank holding company as defined in the Bank Holding Company Act of 1956, as amended. Lakeland Financial owns all of the outstanding stock of the Bank, a full-service commercial bank organized under Indiana law. Lakeland Financial conducts no business except that which is incident to its ownership of the outstanding stock of the Bank and the operation of the Bank. Although Lakeland Financial is a corporate entity, legally separate and distinct from its affiliates, bank holding companies such as Lakeland Financial are required to act as a source of financial strength for their subsidiary banks. The principal source of Lakeland Financial’s income is dividends from the Bank. There are certain regulatory restrictions on the extent to which subsidiary banks can pay dividends or otherwise supply funds to their holding companies. See the section captioned “Supervision and Regulation” below for further discussion of these matters. Lakeland Financial’s executive offices are located at 202 East Center Street, Warsaw, Indiana 46581, and its telephone number is (574) 267-6144.
Bank’s Business. The Bank was originally organized in 1872 and has continuously operated under the laws of the State of Indiana since its organization. As of December 31, 2018 the Bank had 49 offices in fifteen counties throughout northern and central Indiana. In January 2019, the Bank opened its 50th office in downtown Indianapolis. The Bank’s deposits are insured by the Federal Deposit Insurance Corporation (the “FDIC”). The Bank’s activities cover all phases of commercial banking, including deposit products, commercial and consumer lending, retail and merchant credit card services, corporate treasury management services, and wealth advisory, trust and brokerage services.
We operate branch offices in four geographical markets concentrated in northern Indiana and six full service offices in central Indiana in the Indianapolis market. We have divided our northern Indiana markets into three distinct regions, the North Region, the South Region and the East Region. Our most mature market, the South Region, includes Kosciusko County and several contiguous counties. Warsaw is this region's primary city. The Bank entered the North Region in 1990, which includes portions of Elkhart and St. Joseph counties. This region includes the cities of Elkhart, Goshen and South Bend. The North Region represents relatively older markets for us with nearly 25 years of business activity. We entered the East Region in 1999, which includes Allen and DeKalb counties. Fort Wayne represents the primary city in this market. We have experienced rapid commercial loan growth in this market over the past 15 years. We entered the Indianapolis market in 2006 with the opening of a loan production office in Hamilton County and opened a full service retail and commercial branch in late 2011. The Bank currently operates six branches in the Indianapolis footprint.
The Bank’s business strategy is focused on building long-term relationships with its customers based on top quality service, high ethical standards and safe and sound lending. The Bank operates as a community-based financial services organization augmented by experienced, centralized support in select critical areas. The Bank’s local market orientation is reflected in its regional management, which divides the Bank’s market area into five distinct geographic regions each headed by a retail and commercial regional manager. This arrangement allows decision making to be as close to the customer as possible and enhances responsiveness to local banking needs. Despite this local-market, community-based focus, the Bank offers many of the products and services available at much larger regional and national competitors. While our strategy encompasses all phases of traditional community banking, including consumer lending and wealth advisory and trust services, we focus on building expansive commercial relationships and developing retail and commercial deposit gathering strategies through relationship-based client services. Substantially all of the Bank’s assets and income are located in and derived from the United States. At December 31, 2018, the Company had 553 full-time equivalent employees. The Company is not a party to any collective bargaining agreements, and employee relations are considered good.
Operating Segment. While the Company has assigned certain management responsibilities by region and business-line, the Company’s chief decision-makers monitor and evaluate financial performance on a Company-wide basis. The majority of the Company’s revenue is from the business of banking and the Company’s assigned regions have similar economic characteristics,
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products, services and customers. Accordingly, all of the Company’s operations are considered by management to be aggregated in one reportable operating segment.
Expansion Strategy. Since 1990, the Company has expanded from 17 offices in four Indiana counties to 50 offices in fifteen Indiana counties primarily through de novo branching. During this period, the Company has grown its assets from $286 million to $4.9 billion, a compound annual growth rate of 4%. Mergers and acquisitions have not played a role in this growth as the Company’s expansion strategy has been driven by organic growth. The Company has opened six de novo branches in the past five years and plans to continue expansion in the Indianapolis market.
Over the past fifteen years, the Company has primarily targeted growth in the larger cities located in northern Indiana and the Indianapolis market in central Indiana. The Company believes these areas offer above average growth potential with attractive demographics and potential for commercial lending and deposit gathering opportunities. The Company considers expanding into a market when the Company believes that market would be receptive to its strategic plan to deliver broad-based financial services with a commitment to local communities. When entering new markets, the Company believes it is critical to attract experienced local management and staff with a similar philosophy in order to provide a basis for success.
Competition. The financial services industry is highly competitive. Competition is based on a number of factors including, among others, customer service, quality and range of products and services offered, price, reputation, interest rates on loans and deposits, lending limits and customer convenience. Our competitors include national and regional banks, thrifts, credit unions, farm credit services, finance companies, personal loan companies, brokerage firms, investment companies, insurance companies, mortgage banking companies, credit card issuers, mutual fund companies and e-commerce and other internet-based companies offering financial services. Many of these competitors enjoy fewer regulatory constraints and some may have lower cost structures.
Forward-looking Statements
This document (including information incorporated by reference) contains, and future oral and written statements of the Company and its management may contain, forward-looking statements, within the meaning of such term in the federal securities law. Forward-looking statements are not historical facts and are generally identifiable by the use of words such as “believe,” “expect,” “anticipate,” “project,” “possible,” “continue,” “plan,” “intend,” “estimate,” “may,” “will,” “would,” “could,” “should” or other similar expressions. Additionally, all statements in this document, including forward-looking statements, speak only as of the date they are made, and the Company undertakes no obligation to update any statement in light of new information or future events.
The Company’s ability to predict results or the actual effect of future plans or strategies is inherently uncertain and, accordingly, the reader is cautioned not to place undue reliance on any forward-looking statement made by the Company. Actual results could differ materially from those addressed in the forward-looking statements as a result of numerous factors, including, without limitation:
| · | the effects of future economic, business and market conditions and changes, both domestic and foreign; |
| · | governmental monetary and fiscal policies; |
| · | the timing and scope of any legislative and regulatory changes, including changes in banking, securities and tax laws and regulations and their application by our regulators; |
| · | the risks of changes in interest rates on the levels, composition and costs of deposits, loan demand, and the values and liquidity of loan collateral, securities and other interest sensitive assets and liabilities; |
| · | changes in borrowers’ credit risks and payment behaviors; |
| · | changes in the availability and cost of credit and capital in the financial markets; |
| · | the effects of disruption and volatility in capital markets on the value of our investment portfolio; |
| · | cyber-security risks and or cyber-security damage that could result from attacks on the Company’s or third-party service providers networks or data of the Company; |
| · | changes in the prices, values and sales volumes of residential and commercial real estate; |
| · | the effects of competition from a wide variety of local, regional, national and other providers of financial, investment and insurance services; |
| · | changes in technology or products that may be more difficult or costly, or less effective than anticipated; |
| · | the effects of war or other conflicts, acts of terrorism or other catastrophic events, including storms, droughts, tornados and flooding, that may affect general economic conditions, including agricultural production and demand and prices for agricultural goods and land used for agricultural purposes, generally and in our markets; |
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| · | the failure of assumptions and estimates used in our reviews of our loan portfolio, underlying the establishment of reserves for possible loan losses, our analysis of our capital position and other estimates; |
| · | changes in the scope and cost of FDIC insurance, the state of Indiana’s Public Deposit Insurance Fund and other coverages; |
| · | the effects of the Tax Cuts and Jobs Act, including any effects on the housing market, and on the demand for home equity loans and other loan products that we offer; |
| · | changes in accounting policies, rules and practices; |
| · | the risks of mergers, acquisitions and divestitures, including, without limitation, the related time and costs of implementing such transactions, integrating operations as part of these transactions and possible failures to achieve expected gains, revenue growth and/or expense savings from such transactions; and |
| · | the risks noted in the Risk Factors discussed under Item 1A of Part 1 of this Annual Report on Form 10-K, as well as other risks and uncertainties set forth from time to time in the Company’s other filings with the Securities and Exchange Commission (the “SEC”). |
These risks and uncertainties should be considered in evaluating forward-looking statements and undue reliance should not be placed on such statements.
Internet Website
The Company maintains an internet site at www.lakecitybank.com. The Company makes available free of charge in the Investor Relations section on this site its annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and other statements and reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), as soon as reasonably practicable after it electronically files such material with, or furnishes it to, the SEC. All such documents filed with the SEC are also available for free on the SEC’s website (www.sec.gov). The Company’s Articles of Incorporation, Bylaws, Code of Conduct and the charters of its various committees of the Company’s board of directors are also available on the website.
SUPERVISION AND REGULATION
General
FDIC-insured institutions, like the Bank, their holding companies and their affiliates are extensively regulated under federal and state law. As a result, our growth and earnings performance may be affected not only by management decisions and general economic conditions, but also by the requirements of federal and state statutes and by the regulations and policies of various bank regulatory agencies, including the Indiana Department of Financial Institutions (the “DFI”), the Board of Governors of the Federal Reserve System (the “Federal Reserve”), the FDIC and the Consumer Financial Protection Bureau (the “CFPB”). Furthermore, taxation laws administered by the Internal Revenue Service and state taxing authorities, accounting rules developed by the Financial Accounting Standards Board, securities laws administered by the Securities and Exchange Commission (“SEC”) and state securities authorities, and anti-money laundering laws enforced by the U.S. Department of the Treasury (“Treasury”) have an impact on our business. The effect of these statutes, regulations, regulatory policies and accounting rules are significant to our operations and results.
Federal and state banking laws impose a comprehensive system of supervision, regulation and enforcement on the operations of FDIC-insured institutions, their holding companies and affiliates that is intended primarily for the protection of the FDIC-insured deposits and depositors of banks, rather than shareholders. These laws, and the regulations of the bank regulatory agencies issued under them, affect, among other things, the scope of the Company’s business, the kinds and amounts of investments we may make, reserve requirements, required capital levels relative to the Company’s assets, the nature and amount of collateral for loans, the establishment of branches, the Company’s ability to merge, consolidate and acquire, dealings with the Company’s insiders and affiliates and the Company’s payment of dividends. In reaction to the global financial crisis and particularly following passage of the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (the “Dodd-Frank Act”), we experienced heightened regulatory requirements and scrutiny. Although the reforms primarily targeted systemically important financial service providers, their influence filtered down in varying degrees to community banks over time and caused the Company’s compliance and risk management processes, and the costs thereof, to increase. After the 2016 federal elections, momentum to decrease the regulatory burden on community banks gathered strength. In May 2018, the Economic Growth, Regulatory Relief and Consumer Protection Act (the “Regulatory Relief Act”) was enacted to modify or remove certain financial reform rules and regulations. While the Regulatory Relief Act maintains most of the regulatory structure established by the Dodd-Frank Act, it amends certain aspects of the regulatory framework for small depository institutions with assets of less than $10 billion, like us, and for large banks with assets of more than $50 billion. Many of these changes are intended to result in meaningful regulatory relief for community banks and their holding companies, including new rules that may make our capital requirements less complex. For a discussion of capital requirements, see
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“—The Role of Capital.” It also eliminated questions about the applicability of certain Dodd-Frank Act reforms to community bank systems, including relieving us of any requirement to engage in mandatory stress tests, maintain a risk committee or comply with the Volcker Rule’s complicated prohibitions on proprietary trading and ownership of private funds. We believe these reforms are favorable to our operations, but the true impact remains difficult to predict until rulemaking is complete and the reforms are fully implemented.
The supervisory framework for U.S. banking organizations subjects banks and bank holding companies to regular examination by their respective regulatory agencies, which results in examination reports and ratings that are not publicly available and that can impact the conduct and growth of their business. These examinations consider not only compliance with applicable laws and regulations, but also capital levels, asset quality and risk, management ability and performance, earnings, liquidity, and various other factors. The regulatory agencies generally have broad discretion to impose restrictions and limitations on the operations of a regulated entity where the agencies determine, among other things, that such operations are unsafe or unsound, fail to comply with applicable law or are otherwise inconsistent with laws and regulations or with the supervisory policies of these agencies.
The following is a summary of the material elements of the supervisory and regulatory framework applicable to the Company and the Bank, beginning with a discussion of the continuing regulatory emphasis on the Company’s capital levels. It does not describe all of the statutes, regulations and regulatory policies that apply, nor does it restate all of the requirements of those that are described. The descriptions are qualified in their entirety by reference to the particular statutory and regulatory provision.
The Role of Capital
Regulatory capital represents the net assets of a banking organization available to absorb losses. Because of the risks attendant to their business, FDIC-insured institutions are generally required to hold more capital than other businesses, which directly affects the Company’s earnings capabilities. While capital has historically been one of the key measures of the financial health of both bank holding companies and banks, its role became fundamentally more important in the wake of the global financial crisis, as the banking regulators recognized that the amount and quality of capital held by banks prior to the crisis was insufficient to absorb losses during periods of severe stress. Certain provisions of the Dodd-Frank Act and Basel III, discussed below, establish strengthened capital standards for banks and bank holding companies that are meaningfully more stringent than those in place previously.
Minimum Required Capital Levels. Banks have been required to hold minimum levels of capital based on guidelines established by the bank regulatory agencies since 1983. The minimums have been expressed in terms of ratios of capital divided by total assets. As discussed below, bank capital measures have become more sophisticated over the years and have focused more on the quality of capital and the risk of assets. Bank holding companies have historically had to comply with less stringent capital standards than their bank subsidiaries and have been able to raise capital with hybrid instruments such as trust preferred securities. The Dodd-Frank Act mandated the Federal Reserve to establish minimum capital levels for holding companies on a consolidated basis as stringent as those required for FDIC-insured institutions. A result of this change is that the proceeds of hybrid instruments, such as trust preferred securities, were excluded from capital over a phase-out period. However, if such securities were issued prior to May 19, 2010 by bank holding companies with less than $15 billion of assets, they may be retained, subject to certain restrictions. Because the Company has assets of less than $15 billion, the Company is able to maintain the Company’s trust preferred proceeds as capital but will not be able to raise capital in the future through the issuance of trust preferred securities.
The Basel International Capital Accords. The risk-based capital guidelines for U.S. banks since 1989 were based upon the 1988 capital accord known as “Basel I” adopted by the international Basel Committee on Banking Supervision, a committee of central banks and bank supervisors that acts as the primary global standard-setter for prudential regulation, as implemented by the U.S. bank regulatory agencies on an interagency basis. The accord recognized that bank assets for the purpose of the capital ratio calculations needed to be assigned risk weights (the theory being that riskier assets should require more capital) and that off-balance sheet exposures needed to be factored in the calculations. Basel I had a very simple formula for assigning risk weights to bank assets from 0% to 100% based on four categories. In 2008, the banking agencies collaboratively began to phase-in capital standards based on a second capital accord, referred to as “Basel II,” for large or “core” international banks (generally defined for U.S. purposes as having total assets of $250 billion or more, or consolidated foreign exposures of $10 billion or more) known as “advanced approaches” banks. The primary focus of Basel II was on the calculation of risk weights based on complex models developed by each advanced approaches bank. Because most banks were not subject to Basel II, the U.S. bank regulators worked to improve the risk sensitivity of Basel I standards without imposing the complexities of Basel II. This “standardized approach” increased the number of risk weight categories and recognized risks well above the original 100% risk weight. It is institutionalized by the Dodd-Frank Act for all banking organizations, even for the advanced approaches banks, as a floor.
On September 12, 2010, the Group of Governors and Heads of Supervision, the oversight body of the Basel Committee on Banking Supervision, announced agreement on a strengthened set of capital requirements for banking organizations around the world, known as Basel III, to address deficiencies recognized in connection with the global financial crisis.
The Basel III Rule. In July 2013, the U.S. federal banking agencies approved the implementation of the Basel III regulatory capital reforms in pertinent part, and, at the same time, promulgated rules effecting certain changes required by the Dodd-Frank Act (the “Basel III Rule”). In contrast to capital requirements historically, which were in the form of guidelines, Basel III was released in the form of enforceable regulations by each of the regulatory agencies. The Basel III Rule is applicable to all banking organizations that are subject to minimum capital requirements, including federal and state banks and savings and loan associations, as well as to
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bank and savings and loan holding companies, other than “small bank holding companies” (generally holding companies with consolidated assets of less than $3 billion). Banking organizations (except for large, internationally active banking organizations) became subject to the rule on January 1, 2015 and all parts of it were fully phased-in as of January 1, 2019.
The Basel III Rule increased the required quantity and quality of capital, and for nearly every class of assets, it requires a more complex, detailed and calibrated assessment of credit risk and calculation of risk weight amounts.
Not only did the Basel III Rule increase most of the required minimum capital ratios in effect prior to January 1, 2015, but it introduced the concept of Common Equity Tier 1 Capital, which consists primarily of common stock, related surplus (net of Treasury stock), retained earnings, and Common Equity Tier 1 minority interests subject to certain regulatory adjustments. The Basel III Rule also changed the definition of capital by establishing more stringent criteria that instruments must meet to be considered Additional Tier 1 Capital (primarily non-cumulative perpetual preferred stock that meets certain requirements) and Tier 2 Capital (primarily other types of preferred stock and subordinated debt, subject to limitations). A number of instruments that qualified as Tier 1 Capital under Basel I do not qualify, or their qualifications changed. For example, noncumulative perpetual preferred stock, which qualified as simple Tier 1 Capital under Basel I, does not qualify as Common Equity Tier 1 Capital, but qualifies as Additional Tier 1 Capital. The Basel III Rule also constrained the inclusion of minority interests, mortgage-servicing assets, and deferred tax assets in capital and requires deductions from Common Equity Tier 1 Capital in the event that such assets exceed a certain percentage of a banking institution’s Common Equity Tier 1 Capital.
The Basel III Rule required minimum capital ratios as of January 1, 2015, as follows:
| · | A ratio of minimum Common Equity Tier 1 Capital equal to 4.5% of risk-weighted assets; |
| · | An increase in the minimum required amount of Tier 1 Capital from 4% to 6% of risk-weighted assets; |
| · | A continuation of the minimum required amount of Total Capital (Tier 1 plus Tier 2) at 8% of risk-weighted assets; and |
| · | A minimum leverage ratio of Tier 1 Capital to total quarterly average assets equal to 4% in all circumstances. |
In addition, institutions that seek the freedom to make capital distributions (including for dividends and repurchases of stock) and pay discretionary bonuses to executive officers without restriction must also maintain 2.5% in Common Equity Tier 1 Capital attributable to a capital conservation buffer (fully phased-in as of January 1, 2019). The purpose of the conservation buffer is to ensure that banking institutions maintain a buffer of capital that can be used to absorb losses during periods of financial and economic stress. Factoring in the fully phased-in conservation buffer increases the minimum ratios depicted above to 7% for Common Equity Tier 1 Capital; 8.5% for Tier 1 Capital; and 10.5% for Total Capital.
Well-Capitalized Requirements. The ratios described above are minimum standards in order for banking organizations to be considered “adequately capitalized.” Bank regulatory agencies uniformly encourage banks to hold more capital and be “well-capitalized” and, to that end, federal law and regulations provide various incentives for banking organizations to maintain regulatory capital at levels in excess of minimum regulatory requirements. For example, a banking organization that is well-capitalized may: (i) qualify for exemptions from prior notice or application requirements otherwise applicable to certain types of activities; (ii) qualify for expedited processing of other required notices or applications; and (iii) accept, roll-over or renew brokered deposits. Higher capital levels could also be required if warranted by the particular circumstances or risk profiles of individual banking organizations. For example, the Federal Reserve’s capital guidelines contemplate that additional capital may be required to take adequate account of, among other things, interest rate risk, or the risks posed by concentrations of credit, nontraditional activities or securities trading activities. Further, any banking organization experiencing or anticipating significant growth would be expected to maintain capital ratios, including tangible capital positions (i.e., Tier 1 Capital less all intangible assets), well above the minimum levels.
Under the capital regulations of the Federal Reserve, in order to be well‑capitalized, a banking organization must maintain:
| · | A Common Equity Tier 1 Capital ratio to risk-weighted assets of 6.5% or more; |
| · | A ratio of Tier 1 Capital to total risk-weighted assets of 8% or more (6% under Basel I); |
| · | A ratio of Total Capital to total risk-weighted assets of 10% or more (the same as Basel I); and |
| · | A leverage ratio of Tier 1 Capital to total adjusted average quarterly assets of 5% or greater. |
It is possible under the Basel III Rule to be well-capitalized while remaining out of compliance with the capital conservation buffer discussed above.
As of December 31, 2018: (i) the Bank was not subject to a directive from the FDIC to increase its capital and (ii) the Bank was well-capitalized, as defined by Federal Reserve regulations. As of December 31, 2018, the Company had regulatory capital in excess of the Federal Reserve’s requirements and met the Basel III Rule requirements to be well-capitalized.
Prompt Corrective Action. The concept of an institution being “well-capitalized” is part of a regulatory enforcement regime that provides the federal banking regulators with broad power to take “prompt corrective action” to resolve the problems of institutions based on the capital level of each particular institution. The extent of the regulators’ powers depends on whether the institution in question is “adequately capitalized,” “undercapitalized,” “significantly undercapitalized” or “critically undercapitalized,”
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in each case as defined by regulation. Depending upon the capital category to which an institution is assigned, the regulators’ corrective powers include: (i) requiring the institution to submit a capital restoration plan; (ii) limiting the institution’s asset growth and restricting its activities; (iii) requiring the institution to issue additional capital stock (including additional voting stock) or to sell itself; (iv) restricting transactions between the institution and its affiliates; (v) restricting the interest rate that the institution may pay on deposits; (vi) ordering a new election of directors of the institution; (vii) requiring that senior executive officers or directors be dismissed; (viii) prohibiting the institution from accepting deposits from correspondent banks; (ix) requiring the institution to divest certain subsidiaries; (x) prohibiting the payment of principal or interest on subordinated debt; and (xi) ultimately, appointing a receiver for the institution.
The Potential for Community Bank Capital Simplification. Community banks have long raised concerns with bank regulators about the regulatory burden, complexity, and costs associated with certain provisions of the Basel III Rule. In response, Congress provided a potential Basel III “off-ramp” for institutions, like us, with total consolidated assets of less than $10 billion. Section 201 of the Regulatory Relief Act instructed the federal banking regulators to establish a single "Community Bank Leverage Ratio" (“CBLR”) of between 8 and 10%. On November 21, 2018, the agencies proposed setting the CBLR at 9% of tangible equity to total assets for a qualifying bank to be well-capitalized. Under the proposal, a community banking organization would be eligible to elect the new framework if it has less than $10 billion in total consolidated assets, limited amounts of certain assets and off-balance sheet exposures, and a CBLR greater than 9%. The electing institution would not be required to calculate the existing risk-based and leverage capital requirements of the Basel III Rule and would not need to risk-weight its assets for purposes of capital calculations.
We are in the process of considering the Federal Reserve’s CBLR proposal and will await the final regulation to determine whether we will elect the framework.
Regulation and Supervision of the Company
General. The Company, as the sole shareholder of the Bank, is a bank holding company. As a bank holding company, we are registered with, and subject to regulation by, the Federal Reserve under the Bank Holding Company Act of 1956, as amended (“BHCA”). We are legally obligated to act as a source of financial and managerial strength to the Bank and to commit resources to support the Bank in circumstances where we might not otherwise do so. Under the BHCA, we are subject to periodic examination by the Federal Reserve and are required to file with the Federal Reserve periodic reports of the Company’s operations and such additional information regarding us and the Bank as the Federal Reserve may require.
Acquisitions and Activities. The primary purpose of a bank holding company is to control and manage banks. The BHCA generally requires the prior approval of the Federal Reserve for any merger involving a bank holding company or any acquisition by a bank holding company of another bank or bank holding company. Subject to certain conditions (including deposit concentration limits established by the BHCA), the Federal Reserve may allow a bank holding company to acquire banks located in any state of the United States. In approving interstate acquisitions, the Federal Reserve is required to give effect to applicable state law limitations on the aggregate amount of deposits that may be held by the acquiring bank holding company and its FDIC-insured institution affiliates in the state in which the target bank is located (provided that those limits do not discriminate against out-of-state institutions or their holding companies) and state laws that require that the target bank have been in existence for a minimum period of time (not to exceed five years) before being acquired by an out-of-state bank holding company. Furthermore, in accordance with the Dodd-Frank Act, bank holding companies must be well-capitalized and well-managed in order to effect interstate mergers or acquisitions. For a discussion of the capital requirements, see “—The Role of Capital” above.
The BHCA generally prohibits the Company from acquiring direct or indirect ownership or control of more than 5% of the voting shares of any company that is not a bank and from engaging in any business other than that of banking, managing and controlling banks or furnishing services to banks and their subsidiaries. This general prohibition is subject to a number of exceptions. The principal exception allows bank holding companies to engage in, and to own shares of companies engaged in, certain businesses found by the Federal Reserve prior to November 11, 1999 to be “so closely related to banking ... as to be a proper incident thereto.” This authority permits us to engage in a variety of banking-related businesses, including the ownership and operation of a savings association, or any entity engaged in consumer finance, equipment leasing, the operation of a computer service bureau (including software development) and mortgage banking and brokerage services. The BHCA does not place territorial restrictions on the domestic activities of nonbank subsidiaries of bank holding companies.
Additionally, bank holding companies that meet certain eligibility requirements prescribed by the BHCA and elect to operate as financial holding companies may engage in, or own shares in companies engaged in, a wider range of nonbanking activities, including securities and insurance underwriting and sales, merchant banking and any other activity that the Federal Reserve, in consultation with the Secretary of the Treasury, determines by regulation or order is financial in nature or incidental to any such financial activity or that the Federal Reserve determines by order to be complementary to any such financial activity and does not pose a substantial risk to the safety or soundness of FDIC-insured institutions or the financial system generally. The Company elected to, and continues to operate as, a financial holding company. In order to maintain status as a financial holding company, both the bank holding company and its subsidiary bank must be well-capitalized, well-managed, and have at least a satisfactory Community Reinvestment Act (“CRA”) rating. If the Federal Reserve determines that we are not well-capitalized or well-managed, we will have a period of time in which to achieve compliance, but during the period of noncompliance, the Federal Reserve may place any limitations on us it believes to be appropriate. Furthermore, if the Federal Reserve determines that the Bank has not received a satisfactory CRA
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rating, we will not be able to commence any new financial activities or acquire a company that engages in such activities.
Change in Control. Federal law prohibits any person or company from acquiring “control” of an FDIC-insured depository institution or its holding company without prior notice to the appropriate federal bank regulator. “Control” is conclusively presumed to exist upon the acquisition of 25% or more of the outstanding voting securities of a bank or bank holding company, but may arise under certain circumstances between 10% and 24.99% ownership.
Capital Requirements. As a bank holding company, we are required to maintain capital in accordance with Federal Reserve capital adequacy requirements. For a discussion of capital requirements, see “—The Role of Capital” above.
Dividend Payments. The Company's ability to pay dividends to its shareholders may be affected by both general corporate law considerations and policies of the Federal Reserve applicable to bank holding companies. As an Indiana corporation, the Company is subject to the limitations of Indiana General Business Corporations Law, which prohibit the Company from paying dividends if the Company is, or by payment of the dividend would become, insolvent, or if the payment of dividends would render the Company unable to pay its debts as they become due in the usual course of business. In addition, under the Basel III Rule, institutions that seek the freedom to pay dividends will have to maintain 2.5% in Common Equity Tier 1 Capital attributable to the capital conservation buffer.
As a general matter, the Federal Reserve has indicated that the board of directors of a bank holding company should eliminate, defer or significantly reduce dividends to shareholders if: (i) the company’s net income available to shareholders for the past four quarters, net of dividends previously paid during that period, is not sufficient to fully fund the dividends; (ii) the prospective rate of earnings retention is inconsistent with the company’s capital needs and overall current and prospective financial condition; or (iii) the company will not meet, or is in danger of not meeting, its minimum regulatory capital adequacy ratios. The Federal Reserve also possesses enforcement powers over bank holding companies and their nonbank subsidiaries to prevent or remedy actions that represent unsafe or unsound practices or violations of applicable statutes and regulations. Among these powers is the ability to proscribe the payment of dividends by banks and bank holding companies.
Monetary Policy. The monetary policy of the Federal Reserve has a significant effect on the operating results of financial or bank holding companies and their subsidiaries. Among the tools available to the Federal Reserve to affect the money supply are open market transactions in U.S. government securities, changes in the discount rate on bank borrowings and changes in reserve requirements against bank deposits. These means are used in varying combinations to influence overall growth and distribution of bank loans, investments and deposits, and their use may affect interest rates charged on loans or paid on deposits.
Federal Securities Regulation. The Company’s common stock is registered with the SEC under the Securities Act of 1933, as amended, and the Exchange Act. Consequently, we are subject to the information, proxy solicitation, insider trading and other restrictions and requirements of the SEC under the Exchange Act.
Corporate Governance. The Dodd-Frank Act addressed many investor protection, corporate governance and executive compensation matters that will affect most U.S. publicly traded companies. The Dodd-Frank Act increased shareholder influence over boards of directors by requiring companies to give stockholders a nonbinding vote on executive compensation and so-called “golden parachute” payments, and authorizing the SEC to promulgate rules that would allow shareholders to nominate and solicit voters for their own candidates using a company’s proxy materials. The legislation also directed the Federal Reserve to promulgate rules prohibiting excessive compensation paid to executives of bank holding companies, regardless of whether such companies are publicly traded.
Regulation and Supervision of the Bank
General. The Bank is an Indiana-chartered bank. The deposit accounts of the Bank are insured by the FDIC's Deposit Insurance Fund to the maximum extent provided under federal law and FDIC regulations, currently $250,000 per insured depositor category. The Bank is also a member of the Federal Reserve System (a “member bank”). As an Indiana-chartered FDIC-insured member bank, the Bank is subject to the examination, supervision, reporting and enforcement requirements of the DFI, the chartering authority for Indiana banks, the Federal Reserve, as the primary federal regulator of member banks, and the FDIC, as administrator of the Deposit Insurance Fund.
Deposit Insurance. As an FDIC-insured institution, the Bank is required to pay deposit insurance premium assessments to the FDIC. The FDIC has adopted a risk-based assessment system whereby FDIC-insured institutions pay insurance premiums at rates based on their risk classification. For institutions like the Bank that are not considered large and highly complex banking organizations, assessments are now based on examination ratings and financial ratios. The total base assessment rates currently range from 1.5 basis points to 30 basis points. At least semi-annually, the FDIC updates its loss and income projections for the DIF and, if needed, increases or decreases the assessment rates, following notice and comment on proposed rulemaking. The assessment base against which an FDIC-insured institution’s deposit insurance premiums paid to the DIF have been calculated since effectiveness of the Dodd-Frank Act based on its average consolidated total assets less its average tangible equity. This method shifted the burden of deposit insurance premiums toward those large depository institutions that rely on funding the resources other than U.S. deposits.
The reserve ratio is the FDIC insurance fund balance divided by estimated insured deposits. The Dodd-Frank Act altered the minimum reserve ratio of the DIF, increasing the minimum from 1.15% to 1.35% of the estimated amount of total insured deposits,
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and eliminating the requirement that the FDIC pay dividends to FDIC-insured institutions when the reserve ratio exceeds certain thresholds. The reserve ratio reached 1.36% as of September 30, 2018 (most recent available), exceeding the statutory required minimum reserve ratio of 1.35%. The FDIC will provide assessment credits to insured depository institutions, like the Bank, with total consolidated assets of less than $10 billion for the portion of their regular assessments that contribute to growth in the reserve ratio between 1.15% and 1.35%. The FDIC will apply the credits each quarter that the reserve ratio is at least 1.38% to offset the regular deposit insurance assessments of institutions with credits.
FICO Assessments. In addition to paying basic deposit insurance assessments, FDIC-insured institutions must pay Financing Corporation (FICO) assessments. FICO is a mixed-ownership governmental corporation chartered by the former Federal Home Loan Bank Board pursuant to the Competitive Equality Banking Act of 1987 to function as a financing vehicle for the recapitalization of the former Federal Savings and Loan Insurance Corporation. FICO issued 30-year noncallable bonds of approximately $8.1 billion that mature through 2019. FICO’s authority to issue bonds ended on December 12, 1991. Since 1996, federal legislation has required that all FDIC-insured institutions pay assessments to cover interest payments on FICO’s outstanding obligations. The FICO assessment rate is adjusted quarterly and for the fourth quarter of 2018 was 0.320 basis points (32 cents per $100 dollars of assessable deposits).
Supervisory Assessments. All Indiana banks are required to pay supervisory assessments to the DFI to fund the operations of that agency. The amount of the assessment is calculated on the basis of the Bank’s total assets. During the year ended December 31, 2018, the Bank paid supervisory assessments to the DFI totaling approximately $265,000.
Capital Requirements. Banks are generally required to maintain capital levels in excess of other businesses. For a discussion of capital requirements, see “—The Role of Capital” above.
Liquidity Requirements. Liquidity is a measure of the ability and ease with which bank assets may be converted to cash. Liquid assets are those that can be converted to cash quickly if needed to meet financial obligations. To remain viable, FDIC-insured institutions must have enough liquid assets to meet their near-term obligations, such as withdrawals by depositors. Because the global financial crisis was in part a liquidity crisis, Basel III also includes a liquidity framework that requires FDIC-insured institutions to measure their liquidity against specific liquidity tests. One test, referred to as the Liquidity Coverage Ratio, is designed to ensure that the banking entity has an adequate stock of unencumbered high-quality liquid assets that can be converted easily and immediately in private markets into cash to meet liquidity needs for a 30-calendar day liquidity stress scenario. The other test, known as the Net Stable Funding Ratio, is designed to promote more medium- and long-term funding of the assets and activities of FDIC-insured institutions over a one-year horizon. These tests provide an incentive for banks and holding companies to increase their holdings in Treasury securities and other sovereign debt as a component of assets, increase the use of long-term debt as a funding source and rely on stable funding like core deposits (in lieu of brokered deposits). While these rules do not, and will not, apply to the Bank, we continue to review our liquidity risk management policies in light of developments.
Dividend Payments. The primary source of funds for the Company is dividends from the Bank. Indiana law prohibits the Bank from paying dividends in an amount greater than its undivided profits. The Bank is required to obtain the approval of the DFI for the payment of any dividend if the total of all dividends declared by the Bank during the calendar year, including the proposed dividend, would exceed the sum of the Bank's net income for the year-to-date combined with its retained net income for the previous two years. Indiana law defines "retained net income" to mean the net income of a specified period, calculated under the consolidated report of income instructions, less the total amount of all dividends declared for the specified period. The Federal Reserve Act also imposes limitations on the amount of dividends that may be paid by state member banks, such as the Bank. Without Federal Reserve approval, a state member bank may not pay dividends in any calendar year that, in the aggregate, exceed that bank's calendar year-to-date net income plus the bank's retained net income for the two preceding calendar years. Moreover, the payment of dividends by any FDIC-insured institution is affected by the requirement to maintain adequate capital pursuant to applicable capital adequacy guidelines and regulations, and an FDIC-insured institution generally is prohibited from paying any dividends if, following payment thereof, the institution would be undercapitalized. As described above, the Bank exceeded its capital requirements under applicable guidelines as of December 31, 2018. Notwithstanding the availability of funds for dividends, however, the Federal Reserve and the DFI may prohibit the payment of dividends by the Bank if either or both determine such payment would constitute an unsafe or unsound practice. In addition, under the Basel III Rule, institutions that seek the freedom to pay dividends will have to maintain 2.5% in Common Equity Tier 1 Capital attributable to the capital conservation buffer. See “-The Role of Capital” above.
State Bank Investments and Activities. The Bank is permitted to make investments and engage in activities directly or through subsidiaries as authorized by Indiana law. However, under federal law, FDIC-insured institutions are prohibited, subject to certain exceptions, from making or retaining equity investments of a type, or in an amount that are not permissible for a national bank. Federal law also prohibits FDIC-insured state banks and their subsidiaries, subject to certain exceptions, from engaging as principal in any activity that is not permitted for a national bank unless the bank meets, and continues to meet, its minimum regulatory capital requirements and the FDIC determines that the activity would not pose a significant risk to the DIF. These restrictions have not had, and are not currently expected to have, a material impact on the operations of the Bank.
Insider Transactions. The Bank is subject to certain restrictions imposed by federal law on “covered transactions” between the Bank and its “affiliates.” The Company is an affiliate of the Bank for purposes of these restrictions, and covered transactions subject to the restrictions include extensions of credit to the Company, investments in the stock or other securities of the Company and
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the acceptance of the stock or other securities of the Company as collateral for loans made by the Bank. The Dodd-Frank Act enhanced the requirements for certain transactions with affiliates, including an expansion of the definition of “covered transactions” and an increase in the amount of time for which collateral requirements regarding covered transactions must be maintained.
Certain limitations and reporting requirements are also placed on extensions of credit by the Bank to its directors and officers, to directors and officers of the Company and its subsidiaries, to principal shareholders of the Company and to “related interests” of such directors, officers and principal shareholders. In addition, federal law and regulations may affect the terms upon which any person who is a director or officer of the Company or the Bank, or a principal shareholder of the Company, may obtain credit from banks with which the Bank maintains a correspondent relationship.
Safety and Soundness Standards/Risk Management. The federal banking agencies have adopted operational and managerial standards to promote the safety and soundness of FDIC-insured institutions. The standards apply to internal controls, information systems, internal audit systems, loan documentation, credit underwriting, interest rate exposure, asset growth, compensation, fees and benefits, asset quality and earnings.
In general, the safety and soundness standards prescribe the goals to be achieved in each area, and each institution is responsible for establishing its own procedures to achieve those goals. While regulatory standards do not have the force of law, if an institution operates in an unsafe and unsound manner, the FDIC-insured institution’s primary federal regulator may require the institution to submit a plan for achieving and maintaining compliance. If an FDIC-insured institution fails to submit an acceptable compliance plan, or fails in any material respect to implement a compliance plan that has been accepted by its primary federal regulator, the regulator is required to issue an order directing the institution to cure the deficiency. Until the deficiency cited in the regulator’s order is cured, the regulator may restrict the FDIC-insured institution’s rate of growth, require the FDIC-insured institution to increase its capital, restrict the rates the institution pays on deposits or require the institution to take any action the regulator deems appropriate under the circumstances. Noncompliance with safety and soundness may also constitute grounds for other enforcement action by the federal bank regulatory agencies, including cease and desist orders and civil money penalty assessments.
During the past decade, the bank regulatory agencies have increasingly emphasized the importance of sound risk management processes and strong internal controls when evaluating the activities of the FDIC-insured institutions they supervise. Properly managing risks has been identified as critical to the conduct of safe and sound banking activities and has become even more important as new technologies, product innovation, and the size and speed of financial transactions have changed the nature of banking markets. The agencies have identified a spectrum of risks facing a banking institution including, but not limited to, credit, market, liquidity, operational, legal, and reputational risk. In particular, recent regulatory pronouncements have focused on operational risk, which arises from the potential that inadequate information systems, operational problems, breaches in internal controls, fraud, or unforeseen catastrophes will result in unexpected losses. New products and services, incentive compensation, third-party risk and cybersecurity are critical sources of risk that FDIC-insured institutions must address in the current environment. The Bank is expected to have active board and senior management oversight; adequate policies, procedures, and limits; adequate risk measurement, monitoring, and management information systems; and comprehensive internal controls.
Branching Authority. Indiana banks, such as the Bank, have the authority under Indiana law to establish branches anywhere in the State of Indiana, subject to receipt of all required regulatory approvals. Federal law permits state and national banks to merge with banks in other states subject to: (i) regulatory approval; (ii) federal and state deposit concentration limits; and (iii) state law limitations requiring the merging bank to have been in existence for a minimum period of time (not to exceed five years) prior to the merger. The establishment of new interstate branches has historically been permitted only in those states the laws of which expressly authorize such expansion. The Dodd-Frank Act permits well-capitalized and well-managed banks to establish new interstate branches or the acquisition of individual branches of a bank in another state (rather than the acquisition of an out-of-state bank in its entirety) without impediments.
Transaction Account Reserves. Federal Reserve regulations require FDIC-insured institutions to maintain reserves against their transaction accounts (primarily NOW and regular checking accounts). For 2019, the first $16.3 million of otherwise reservable balances are exempt from reserves and have a zero percent reserve requirement; for transaction accounts aggregating between $16.3 million to $124.2 million, the reserve requirement is 3% of those transaction account balances; and for net transaction accounts in excess of $124.2 million, the reserve requirement is 10% of the aggregate amount of total transaction account balances in excess of $124.2 million. These reserve requirements are subject to annual adjustment by the Federal Reserve.
Community Reinvestment Act Requirements. CRA requires the Bank to have a continuing and affirmative obligation in a safe and sound manner to help meet the credit needs of its entire community, including low- and moderate-income neighborhoods. Federal regulators regularly assess the Bank’s record of meeting the credit needs of its communities. Applications for additional acquisitions would be affected by the evaluation of the Bank’s effectiveness in meeting its CRA requirements.
Anti-Money Laundering. The Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act of 2001 (“USA PATRIOT Act”) is designed to deny terrorists and criminals the ability to obtain access to the U.S. financial system and has significant implications for FDIC-insured institutions, brokers, dealers and other businesses involved in the transfer of money. The USA PATRIOT Act mandates financial services companies to have policies and procedures with respect to measures designed to address any or all of the following matters: (i) customer identification programs; (ii) money laundering; (iii) terrorist financing; (iv) identifying and reporting suspicious activities and currency transactions; (v) currency crimes; and
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(vi) cooperation between FDIC-insured institutions and law enforcement authorities.
Concentrations in Commercial Real Estate. Concentration risk exists when FDIC-insured institutions deploy too many assets to any one industry or segment. A concentration in commercial real estate is one example of regulatory concern. The interagency Concentrations in Commercial Real Estate Lending, Sound Risk Management Practices guidance (“CRE Guidance”) provides supervisory criteria, including the following numerical indicators, to assist bank examiners in identifying banks with potentially significant commercial real estate loan concentrations that may warrant greater supervisory scrutiny: (i) commercial real estate loans exceeding 300% of capital and increasing 50% or more in the preceding three years; or (ii) construction and land development loans exceeding 100% of capital. The CRE Guidance does not limit banks’ levels of commercial real estate lending activities, but rather guides institutions in developing risk management practices and levels of capital that are commensurate with the level and nature of their commercial real estate concentrations. On December 18, 2015, the federal banking agencies issued a statement to reinforce prudent risk-management practices related to CRE lending, having observed substantial growth in many CRE asset and lending markets, increased competitive pressures, rising CRE concentrations in banks, and an easing of CRE underwriting standards. The federal bank agencies reminded FDIC-insured institutions to maintain underwriting discipline and exercise prudent risk-management practices to identify, measure, monitor, and manage the risks arising from CRE lending. In addition, FDIC-insured institutions must maintain capital commensurate with the level and nature of their CRE concentration risk.
Based on the Bank’s loan portfolio as of December 31, 2018, it did not exceed the 300% guidance for commercial real estate loans or the 100% guideline for construction and land development loans.
Consumer Financial Services. The historical structure of federal consumer protection regulation applicable to all providers of consumer financial products and services changed significantly on July 21, 2011, when the CFPB commenced operations to supervise and enforce consumer protection laws. The CFPB has broad rulemaking authority for a wide range of consumer protection laws that apply to all providers of consumer products and services, including the Bank, as well as the authority to prohibit “unfair, deceptive or abusive” acts and practices. The CFPB has examination and enforcement authority over providers with more than $10 billion in assets. FDIC-insured institutions with $10 billion or less in assets, like the Bank, continue to be examined by their applicable bank regulators.
Because abuses in connection with residential mortgages were a significant factor contributing to the financial crisis, many new rules issued by the CFPB and required by the Dodd-Frank Act addressed mortgage and mortgage-related products, their underwriting, origination, servicing and sales. The Dodd-Frank Act significantly expanded underwriting requirements applicable to loans secured by 1-4 family residential real property and augmented federal law combating predatory lending practices. In addition to numerous disclosure requirements, the Dodd‑Frank Act imposed new standards for mortgage loan originations on all lenders, including banks and savings associations, in an effort to strongly encourage lenders to verify a borrower’s ability to repay, while also establishing a presumption of compliance for certain “qualified mortgages.” The Regulatory Relief Act provided relief in connection with mortgages for banks with assets of less than $10 billion, and, as a result, mortgages the Bank makes are now considered to be qualified mortgages if they are held in portfolio for the life of the loan.
We do not currently expect the CFPB’s rules to have a significant impact on the Company’s operations, except for higher compliance costs.
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In addition to the other information in this Annual Report on Form 10-K, stockholders or prospective investors should carefully consider the following risk factors:
A downturn in the general economic or business conditions, nationally or in markets where our business is concentrated, could have an adverse effect on our business, results of operations and financial condition.
Our success depends upon the business activity, population, employment rates, income levels, deposits and real estate activity in our markets in northern and central Indiana. Although our customers’ business and financial interests may extend well beyond these market areas, adverse economic conditions that affect these market areas could reduce our growth rate, diminish the ability of our customers to repay their loans to us, decrease the value of any collateral securing our loans and generally adversely affect our financial condition and results of operations. While economic conditions in our markets have generally improved since the nationwide recession in 2008 and 2009, there can be no guarantee that they will continue to do so, or that they will be as strong as national economic conditions. Moreover, because of our geographic concentration, we are less able than other regional or national financial institutions to diversify our credit risks across multiple markets.
If we do not effectively manage our credit risk, we may experience increased levels of nonperforming loans, charge - offs and delinquencies, which could require further increases in our provision for loan losses.
There are risks inherent in making any loan, including risks inherent in dealing with individual borrowers, risks of nonpayment, risks resulting from uncertainties as to the future value of collateral and risks resulting from changes in economic and industry conditions. We attempt to minimize our credit risk through prudent loan application approval procedures, careful monitoring of the concentration of our loans within specific industries, a centralized credit administration department and periodic independent reviews of outstanding loans by our loan review department. However, we cannot make assurances that such approval and monitoring procedures will reduce these credit risks. If the overall economic climate in the United States, generally, and our market areas, specifically, does not continue to improve, or even if it does, our borrowers may experience difficulties in repaying their loans, and the level of nonperforming loans, charge-offs and delinquencies could rise and require increases in the provision for loan losses, which would cause our net income and return on equity to decrease.
If our allowance for loan losses is not sufficient to absorb losses that may occur in our loan portfolio, our financial condition and liquidity could suffer.
We establish our allowance for loan losses and maintain it at a level considered adequate by management to absorb probable incurred loan losses that are inherent in the portfolio. The allowance contains provisions for probable incurred losses that have been identified relating to specific borrowing relationships, as well as probable losses inherent in the loan portfolio and credit undertakings that are not specifically identified. Additions to the allowance for loan losses, which are charged to earnings through the provision for loan losses, are determined based on a variety of factors, including an analysis of the loan portfolio, historical loss experience and an evaluation of current economic conditions in our market areas. The actual amount of loan losses is affected by changes in economic, operating and other conditions within our markets, which may be beyond our control, and such losses may exceed current estimates.
At December 31, 2018, our allowance for loan losses as a percentage of total loans was 1.24% and as a percentage of total nonperforming loans was 667%. Because of the nature of our loan portfolio and our concentration in commercial and industrial loans, which tend to be larger loans, the movement of a small number of loans to nonperforming status can have a significant impact on these ratios. Although management believes that the allowance for loan losses is adequate to absorb probable losses on any existing loans, we cannot predict loan losses with certainty and we cannot assure you that our allowance for loan losses will prove sufficient to cover actual loan losses in the future. Loan losses in excess of our reserves may adversely affect our business, results of operations and financial condition.
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Commercial and industrial loans make up a significant portion of our loan portfolio.
Commercial and industrial loans were $1.405 billion, or approximately 35.9% of our total loan portfolio, as of December 31, 2018. Commercial and industrial loans are often larger and involve greater risks than other types of lending. Because payments on such loans are often dependent on the successful operation of the borrower involved, repayment of such loans is often more sensitive than other types of loans to adverse conditions in the general economy. For example, increased input costs as a result of escalating tariffs could adversely affect commercial and industrial loans. Our commercial and industrial loans are primarily made based on the identified cash flow of the borrower and secondarily on the underlying collateral provided by the borrower. Most often, this collateral is accounts receivable, inventory, machinery or real estate. Whenever practical, we require a personal guarantee on commercial and industrial loans. Credit support provided by the borrower for most of these loans and the probability of repayment is based on the liquidation of the pledged collateral and enforcement of a personal guarantee, if any exists. As a result, in the case of loans secured by accounts receivable, the availability of funds for the repayment of these loans may be substantially dependent on the ability of the borrower to collect amounts due from its customers. The collateral securing other loans may depreciate over time, may be difficult to appraise and may fluctuate in value based on the success of the business. Due to the larger average size of each commercial loan as compared with other loans such as residential loans, as well as collateral that is generally less readily-marketable, losses incurred on a small number of commercial loans could adversely affect our business, results of operations and growth prospects.
Our loan portfolio includes commercial real estate loans, which involve risks specific to real estate value.
Commercial real estate loans were $1.570 billion, or approximately 40.1% of our total loan portfolio as of December 31, 2018. The market value of real estate can fluctuate significantly in a short period of time as a result of market conditions in the geographic area in which the real estate is located. Although a significant portion of such loans are secured by real estate as a secondary form of collateral, adverse developments affecting real estate values in one or more of our markets could increase the credit risk associated with our loan portfolio. Additionally, real estate lending typically involves higher loan principal amounts and the repayment of the loans generally is dependent, in large part, on sufficient income from the properties securing the loans to cover operating expenses and debt service. Economic events or governmental regulations outside of the control of the borrower or lender could negatively impact the future cash flow and market values of the affected properties.
If the loans that are collateralized by real estate become troubled and the value of the real estate has been significantly impaired, then we may not be able to recover the full contractual amount of principal and interest that we anticipated at the time of originating the loan, which could cause us to increase our provision for loan losses and adversely affect our operating results and financial condition.
Our loan portfolio has a notable concentration in agri-business, which has a higher level of uncontrolled risk.
Our agri-business loans, which totaled $370.5 million, or approximately 9.5% of our total loan portfolio as of December 31, 2018, are subject to risks outside of our or the borrower’s control. These risk, specific to the agricultural industry, include decreases in livestock and crop prices, increases in labor and seed prices, increase in stockpiles of agricultural commodities, the strength of the U.S. dollar, the potential impact of tariffs on commodities and the nature of weather conditions. To the extent these or other factors affect the performance or financial condition of our agri-business borrowers, our results of operations and financial performance could suffer.
Our consumer loans generally have a higher degree of risk of default than our other loans.
At December 31, 2018, consumer loans totaled $86.1 million, or 2.2% of our total loan portfolio. Consumer loans typically have shorter terms and lower balances with higher yields as compared to commercial loans, but generally carry higher risks of default. Consumer loan collections are dependent on the borrower’s continuing financial stability, and thus are more likely to be affected by adverse personal circumstances. Furthermore, the application of various federal and state laws, including bankruptcy and insolvency laws, may limit the amount which can be recovered on these loans.
We may need to raise additional capital in the future to achieve our growth plans, but that capital may not be available when it is needed.
We are required by federal and state regulatory authorities to maintain adequate levels of capital to support our operations. Accordingly, we may need to raise additional capital to support our future growth plans. Our ability to raise additional capital depends on conditions in the capital markets, economic conditions and a number of other factors, including investor perceptions regarding the banking industry, market conditions and governmental activities, and on our financial condition and performance. Accordingly, we cannot make assurances of our ability to raise additional capital, if needed, on terms acceptable to us. If we cannot raise additional capital when needed, our financial condition and our ability to further expand our operations through internal growth or acquisitions could be materially impaired.
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Interest rate shifts may reduce net interest income and otherwise negatively impact our financial condition and results of operations.
Shifts in short-term interest rates may reduce net interest income, which is the principal component of our earnings. Net interest income is the difference between the amounts received by us on our interest-earning assets and the interest paid by us on our interest-bearing liabilities. When interest rates rise, the rate of interest we pay on our liabilities may rise more quickly than the rate of interest that we receive on our interest-bearing assets, which may cause our profits to decrease. The impact on earnings is more adverse when the slope of the yield curve flattens, i.e. when short-term interest rates increase more than corresponding changes in long-term interest rates or when long-term interest rates decrease more than corresponding changes in short-term interest rates.
Interest rate increases often result in larger payment requirements for our borrowers, which increases the potential for default. At the same time, the marketability of the underlying property may be adversely affected by any reduced demand resulting from higher interest rates. In a declining interest rate environment, there may be an increase in prepayments on the loans as borrowers refinance their mortgages at lower rates.
Changes in interest rates also can affect the value of loans, securities and other assets. An increase in interest rates that adversely affects the ability of borrowers to pay the principal or interest on loans may lead to an increase in nonperforming assets and a reduction of income recognized, which could have a material adverse effect on our results of operations and cash flows. Thus, an increase in the amount of nonperforming assets would have an adverse impact on net interest income.
Although the Federal Reserve Bank has raised the target fed funds rate range to 2.25%-2.50%, short-term interest rates have remained at their historically low levels for a prolonged period. If long-term interest rates do not rise as quickly as short-term rates, we could experience net interest margin compression. This would have a material adverse effect on our net interest income and our results of operations.
Nonperforming assets take significant time to resolve and adversely affect our results of operations and financial condition and could result in further losses in the future.
Our nonperforming assets adversely affect our net income in various ways. We do not record interest income on nonaccrual loans or other real estate owned, which adversely affects our net income and returns on assets and equity, increases our loan administration costs and adversely affects our efficiency ratio. When we take collateral in foreclosure and similar proceedings, we are required to mark the collateral to its current fair market value at the time of transfer, which may result in a loss. These nonperforming loans and other real estate owned also increase our risk profile and our regulatory capital requirements may increase in light of such risks. The resolution of nonperforming assets requires significant time commitments from management and can be detrimental to the performance of their other responsibilities. If we experience increases in nonperforming loans and nonperforming assets, our net interest income and provision expense may be negatively impacted and our loan administration costs could increase, each of which could have an adverse effect on our net income and related ratios, such as return on assets and equity.
Liquidity risks could affect operations and jeopardize our business, results of operations and financial condition.
Liquidity is essential to our business. An inability to raise funds through deposits, borrowings, the sale of loans and other sources could have a substantial, negative effect on our liquidity. Our primary sources of funds consist of deposits, cash from operations and investment maturities and sales. Additional liquidity is provided by brokered deposits, Certificate of Deposit Account Registry Service (“CDARS”) deposits, repurchase agreements as well as our ability to borrow from the Federal Reserve and the Federal Home Loan Bank (the “FHLB”). Our access to funding sources in amounts adequate to finance or capitalize our activities or on terms that are acceptable to us could be impaired by factors that affect us directly or the financial services industry or economy in general, such as disruptions in the financial markets or negative views and expectations about the prospects for the financial services industry. In addition, increased competition with the largest banks for retail deposits due to the higher liquidity requirements these banks are now subject to may impact our ability to raise funds through deposits and could have a negative effect on our liquidity.
During the recent recession, the financial services industry and the credit markets generally were materially and adversely affected by significant declines in asset values and historically depressed levels of liquidity. The liquidity issues were also particularly acute for regional and community banks, as many of the larger financial institutions curtailed their lending to regional and community banks to reduce their exposure to the risks of other banks. In addition, many of the larger correspondent lenders reduced or even eliminated federal funds lines for their correspondent customers. Furthermore, regional and community banks generally have less access to the capital markets than national and super-regional banks because of their smaller size and limited analyst coverage. Any decline in available funding could adversely impact our ability to originate loans, invest in securities, meet our expenses, pay dividends to our stockholders, or fulfill obligations such as repaying our borrowings or meeting deposit withdrawal demands, any of which could have a material adverse impact on our liquidity, business, results of operations and financial condition.
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Any action or steps to change coverages or eliminate Indiana’s Public Deposit Insurance Fund could require us to find alternative, higher-cost funding sources to replace public fund deposits or to provide for collateralization of these deposits.
Approximately 30% of our deposits are concentrated in public funds from a small number of municipalities and government agencies. A shift in funding away from public fund deposits would likely increase our cost of funds, as the alternate funding sources, such as brokered certificates of deposit, are higher-cost, less favorable deposits. The inability to maintain these public funds on deposit could result in a material adverse effect on the Bank’s liquidity and could materially impact our ability to grow and remain profitable.
Declines in asset values may result in impairment charges and adversely affect the value of our investments, financial performance and capital.
We maintain an investment portfolio that includes, but is not limited to, mortgage-backed securities and municipal securities. The market value of investments may be affected by factors other than the underlying performance of the servicer of the securities or the mortgages underlying the securities, such as ratings downgrades, adverse changes in the business climate and a lack of liquidity in the secondary market for certain investment securities. On a quarterly basis, we evaluate investments and other assets for impairment indicators. We may be required to record additional impairment charges if our investments suffer a decline in value that is considered other-than-temporary. If we determine that a significant impairment has occurred, we would be required to charge against earnings the credit-related portion of the other-than-temporary impairment, which could have a material adverse effect on our results of operations in the periods in which the write-offs occur.
We may experience difficulties in managing our growth, and our growth strategy involves risks that may negatively impact our net income.
In addition to our continuing expansion in Indianapolis and larger cities in Northern Indiana, we may expand into additional communities or attempt to strengthen our position in our current markets through opportunistic acquisitions of all or part of other financial institutions, or by opening new branches in or contiguous to our geographic footprint. To the extent that we undertake acquisitions or new branch openings, we are likely to experience the effects of higher operating expenses relative to operating income from the new operations, which may have an adverse effect on our levels of reported net income, return on average equity and return on average assets. Other effects of engaging in such growth strategies may include potential diversion of our management’s time and attention and general disruption to our business.
To the extent that we grow through acquisitions and branch openings, we cannot assure you that we will be able to adequately and profitably manage this growth. Acquiring other banks and businesses will involve similar risks to those commonly associated with branching but may also involve additional risks, including:
| · | potential exposure to unknown or contingent liabilities of banks and businesses we acquire; |
| · | exposure to potential asset quality issues of the acquired bank or related business; |
| · | difficulty and expense of integrating the operations and personnel of banks and businesses we acquire; and |
| · | the possible loss of key employees and customers of the banks and businesses we acquire. |
We face intense competition in all phases of our business from other banks and financial institutions.
The banking and financial services business in our market is highly competitive. Our competitors include large national and regional banks, local community banks, savings and loan associations, securities and brokerage companies, mortgage companies, insurance companies, finance companies, money market mutual funds, credit unions, farm credit services and other nonbank financial service providers. Many of these competitors are not subject to the same regulatory restrictions as we are and are able to provide customers with a feasible alternative to traditional banking services.
Increased competition in our market may also result in a decrease in the amounts of our loans and deposits, reduced spreads between loan rates and deposit rates or loan terms that are more favorable to the borrower. Any of these results could have a material adverse effect on our ability to grow and remain profitable. If increased competition causes us to significantly discount the interest rates we offer on loans or increase the amount we pay on deposits, our net interest income could be adversely impacted. If increased competition causes us to relax our underwriting standards, we could be exposed to higher losses from lending activities. Moreover, we rely on deposits to be a low cost source of funding, and a loss in our deposit base could cause us to incur higher funding costs. Additionally, many of our competitors are much larger in total assets and capitalization, have greater access to capital markets, possess larger lending limits and offer a broader range of financial services than we can offer.
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Attractive acquisition opportunities may not be available to us in the future.
We expect that other banking and financial service companies, many of which have significantly greater resources than us, will compete with us in acquiring other financial institutions if we pursue such acquisitions. This competition could increase prices for potential acquisitions that we believe are attractive. Also, acquisitions are subject to various regulatory approvals. If we fail to receive the appropriate regulatory approvals, we will not be able to consummate an acquisition that we believe is in our best interests. Among other things, our regulators consider our capital, liquidity, profitability, regulatory compliance and levels of goodwill and intangibles when considering acquisition and expansion proposals. Any acquisition could be dilutive to our earnings and stockholders’ equity per share of our common stock.
Our accounting policies and methods are the basis for how we prepare our consolidated financial statements and how we report our financial condition and results of operations, and they require management to make estimates about matters that are inherently uncertain.
Our accounting policies and methods are fundamental to how we record and report our financial condition and results of operations. Our management must exercise judgment in selecting and applying many of these accounting policies and methods in order to ensure they comply with GAAP and reflect management’s judgment as to the most appropriate manner in which to record and report our financial condition and results of operations. In some cases, management must select the accounting policy or method to apply from two or more alternatives, any of which might be reasonable under the circumstances. The application of that chosen accounting policy or method might result in the Company reporting different amounts than would have been reported under a different alternative. If management’s estimates or assumptions are incorrect, the Company may experience material losses.
Management has identified two accounting policies as being “critical” to the presentation of the Company’s financial condition and results of operations because they require management to make particularly subjective and complex judgments about matters that are inherently uncertain and because of the likelihood that materially different amounts would be reported under different conditions or using different assumptions. These critical accounting policies relate to: (1) the allowance for loan losses and (2) determining the fair value and possible other than temporary impairment of investment securities available for sale. Because of the inherent uncertainty of these estimates, no assurance can be given that the application of alternative policies or methods might not result in the reporting of different amounts of the fair value of securities available for sale, or the allowance for loan losses and, accordingly, net income.
From time to time, the Financial Accounting Standards Board (FASB) and the SEC change the financial accounting and reporting standards or the interpretation of those standards that govern the preparation of our external financial statements. These changes are beyond our control, can be difficult to predict and could materially impact how we report our financial condition and results of operations. Changes in these standards are continuously occurring, and given the current economic environment, more drastic changes may occur. The implementation of such changes could have a material adverse effect on our financial condition and results of operations.
Monetary policies and regulations of the Federal Reserve could adversely affect our business, financial condition and results of operations.
In addition to being affected by general economic conditions, our earnings and growth are affected by the policies of the Federal Reserve. An important function of the Federal Reserve is to regulate the money supply and credit conditions. Among the instruments used by the Federal Reserve to implement these objectives are open market operations in U.S. government securities, adjustments of the discount rate and changes in reserve requirements against bank deposits. These instruments are used in varying combinations to influence overall economic growth and the distribution of credit, bank loans, investments and deposits. Their use also affects interest rates charged on loans or paid on deposits.
The monetary policies and regulations of the Federal Reserve have had a significant effect on the operating results of commercial banks in the past and are expected to continue to do so in the future. The effects of such policies upon our business, financial condition and results of operations cannot be predicted.
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We are required to maintain capital to meet regulatory requirements, and, if we fail to maintain sufficient capital, whether due to losses, an inability to raise additional capital or otherwise, our financial condition, liquidity and results of operations, as well as our ability to maintain regulatory compliance, would be adversely affected.
The Company, on a consolidated basis, and the Bank, on a stand-alone basis, must meet certain regulatory capital requirements and maintain sufficient liquidity. We face significant capital and other regulatory requirements as a financial institution, which were heightened with the implementation of the Basel III rule on January 1, 2015 and the phase-in of capital conservation buffer requirement through January 1, 2019. Our ability to raise additional capital depends on conditions in the capital markets, economic conditions and a number of other factors, including investor perceptions regarding the banking industry, market conditions and governmental activities and on our financial condition and performance. Accordingly, we cannot assure you that we will be able to raise additional capital if needed or on terms acceptable to us. If we fail to maintain capital to meet regulatory requirements, our financial condition, liquidity and results of operations would be materially and adversely affected.
We may be materially and adversely affected by the highly regulated environment in which we operate.
We are subject to extensive federal and state regulation, supervision and examination. A more detailed description of the primary federal and state banking laws and regulations that affect us is contained in the section of this Form 10-K captioned “Supervision and Regulation.” Banking regulations are primarily intended to protect depositors’ funds, FDIC funds, customers and the banking system as a whole, rather than our shareholders. These regulations affect our lending practices, capital structure, investment practices, dividend policy and growth, among other things.
As a bank holding company, we are subject to extensive regulation and supervision and undergo periodic examinations by our regulators, who have extensive discretion and authority to prevent or remedy unsafe or unsound practices or violations of law by banks and bank holding companies. Failure to comply with applicable laws, regulations or policies could result in sanctions by regulatory agencies, civil monetary penalties and/or damage to our reputation, which could have a material adverse effect on us. Although we have policies and procedures designed to mitigate the risk of any such violations, there can be no assurance that such violations will not occur.
The laws, regulations, rules, standards, policies and interpretations governing us are constantly evolving and may change significantly over time. For example, on July 21, 2010, the Dodd-Frank Act was signed into law, which significantly changed the regulation of financial institutions and the financial services industry. The Dodd-Frank Act, together with the regulations to be developed thereunder, includes provisions affecting large and small financial institutions alike, including several provisions that affect how community banks, thrifts and small bank and thrift holding companies will be regulated. In addition, the Federal Reserve, in recent years, has adopted numerous new regulations addressing banks’ overdraft and mortgage lending practices. Further, the CFPB was recently established, with broad powers to supervise and enforce consumer protection laws, and additional consumer protection legislation and regulatory activity is anticipated in the near future.
In addition, in July 2013, the U.S. federal banking authorities approved the implementation of the Basel III Rules. The Basel III Rules are applicable to all U.S. banks that are subject to minimum capital requirements as well as to bank and saving and loan holding companies, other than “small bank holding companies” (generally bank holding companies with consolidated assets of less than $1 billion).
The Basel III Rules became effective on January 1, 2015, with a phase in period through 2019 for many of the changes. The Basel III Rules not only increase most of the required minimum regulatory capital ratios, they introduce a new Common Equity Tier 1 Capital ratio and the concept of a capital conservation buffer. The Basel III Rules also expand the current definition of capital by establishing additional criteria that capital instruments must meet to be considered Additional Tier 1 Capital (i.e., Tier 1 Capital in addition to Common Equity) and Tier 2 Capital. A number of instruments that formerly qualified as Tier 1 Capital will not qualify or their qualifications will change when the Basel III Rules are fully implemented. However, the Basel III Rules permit banking organizations with less than $15 billion in assets to retain, through a one-time election, the existing treatment for accumulated other comprehensive income, which currently does not affect regulatory capital. The Basel III Rules have maintained the general structure of the current prompt corrective action thresholds while incorporating the increased requirements, including the Common Equity Tier 1 Capital ratio. In order to be a “well-capitalized” depository institution under the new regime, an institution must maintain a Common Equity Tier 1 Capital ratio of 6.5% or more; a Tier 1 Capital ratio of 8% or more; a Total Capital ratio of 10% or more; and a leverage ratio of 5% or more. Institutions must also maintain a capital conservation buffer consisting of Common Equity Tier 1 Capital.
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These provisions, as well as any other aspects of current or proposed regulatory or legislative changes to laws applicable to the financial industry, may impact the profitability of our business activities and may change certain of our business practices, including our ability to offer new products, obtain financing, attract deposits, make loans and achieve satisfactory interest spreads and could expose us to additional costs, including increased compliance costs. Although we are currently compliant with the Basel III Rules, these changes also may require us to invest significant management attention and resources to make any necessary changes to operations in order to comply and could therefore also materially and adversely affect our business, financial condition and results of operations.
Our ability to attract and retain management and key personnel and any damage to our reputation may affect future growth and earnings.
Much of our success and growth has been influenced strongly by our ability to attract and retain management experienced in banking and financial services and familiar with the communities in our market areas. Our ability to retain the executive officers, management teams, branch managers and loan officers at the Bank will continue to be important to the successful implementation of our strategy. It is also critical, as we grow, to be able to attract and retain qualified additional management and loan officers with the appropriate level of experience and knowledge about our market areas to implement our community‑based operating strategy. The unexpected loss of services of any key management personnel, or the inability to recruit and retain qualified personnel in the future, could have an adverse effect on our business, results of operations and financial condition.
In addition, our business depends on earning and maintaining the trust of our customers and communities. Harm to our reputation could arise from numerous sources, including employee misconduct, compliance failures, litigation or our failure to deliver appropriate levels of service. If any events or circumstances occur which could undermine our reputation, there can be no assurance that the additional costs and expenses we may incur as a result would not have an adverse impact on our business.
We have a continuing need to adapt to technological change and we may not have the resources to effectively implement new technology.
The financial services industry is constantly undergoing rapid technological changes with frequent introductions of new technology‑driven products and services. In addition to better serving customers, the effective use of technology increases efficiency and enables financial institutions to reduce costs. Our future success will depend in part upon our ability to address the needs of our customers by using technology to provide products and services that will satisfy customer demands for convenience as well as to create additional efficiencies in our operations as we continue to grow and expand our market areas. Many of our larger competitors have substantially greater resources to invest in technological improvements. As a result, they may be able to offer additional or superior products to those that we will be able to offer, which would put us at a competitive disadvantage. Accordingly, we cannot provide assurances that we will be able to effectively implement new technology‑driven products and services or be successful in marketing such products and services to our customers.
The Company’s information systems may experience an interruption or breach in security and cyber-attacks, all of which could have a material adverse effect on the Company’s business.
The Company relies heavily on internal and outsourced technologies, communications, and information systems to conduct its business. Additionally, in the normal course of business, the Company collects, processes and retains sensitive and confidential information regarding our customers. As the Company’s reliance on technology has increased, so have the potential risks of a technology-related operation interruption (such as disruptions in the Company’s customer relationship management, general ledger, deposit, loan, or other systems) or the occurrence of a cyber-attacks (such as unauthorized access to the Company’s systems). These risks have increased for all financial institutions as new technologies, the use of the Internet and telecommunications technologies (including mobile devices) to conduct financial and other business transactions and the increased sophistication and activities of organized crime, perpetrators of fraud, hackers, terrorists and others have increased. In addition to cyber-attacks or other security breaches involving the theft of sensitive and confidential information, hackers recently have engaged in attacks against large financial institutions, particularly denial of service attacks, which are designed to disrupt key business services, such as customer-facing web sites. The Company is not able to anticipate or implement effective preventive measures against all security breaches of these types, especially because the techniques used change frequently and because attacks can originate from a wide variety of sources. In addition, it is possible that we may not be able to detect security breaches on a timely basis, or at all, which could increase the costs and risks associated with any such breach.
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The Company also faces risks related to cyber-attacks and other security breaches in connection with credit card and debit card transactions that typically involve the transmission of sensitive information regarding the Company’s customers through various third parties, including merchant acquiring banks, payment processors, payment card networks and its processors. Some of these parties have in the past been the target of security breaches and cyber-attacks, and because the transactions involve third parties and environments such as the point of sale that the Company does not control or secure, future security breaches or cyber-attacks affecting any of these third parties could impact the Company through no fault of its own, and in some cases it may have exposure and suffer losses for breaches or attacks relating to them. In addition, the Company offers its customers protection against fraud and certain losses for unauthorized use of debit cards in order to stay competitive with other financial institutions. Offering such protection exposes the Company to losses that could adversely affect its business, financial condition and results of operations. Further cyber-attacks or other breaches in the future, whether affecting the Company or others, could intensify consumer concern and regulatory focus and result in reduced use of payment cards and increased costs, all of which could have a material adverse effect on the Company’s business. To the extent we are involved in any future cyber-attacks or other breaches, the Company’s reputation could be affected, which could also have a material adverse effect on the Company’s business, financial condition or results of operations.
We are subject to certain operational risks, including, but not limited to, customer or employee fraud and data processing system failures and errors.
Employee errors and misconduct could subject us to financial losses or regulatory sanctions and seriously harm our reputation. Misconduct by our employees could include hiding their own unauthorized activities from us, improper or unauthorized activities on behalf of our customers or improper use of confidential information. It is not always possible to prevent employee errors and misconduct, and the precautions we take to prevent and detect this activity may not be effective in all cases. Employee errors could also subject us to financial claims for negligence, among others.
We maintain a system of internal controls and insurance coverage to mitigate operational risks, including data processing system failures and errors, cyber-attacks, and customer or employee fraud. Should our internal controls fail to prevent or detect an occurrence, or if any resulting loss is not insured or exceeds applicable insurance limits, it could have a material adverse effect on our business, results of operations and financial condition.
We may be adversely affected by changes in U.S. tax laws and regulations.
The Tax Cuts and Jobs Act was enacted in December 2017. While the Company benefited from the decrease in the federal corporate income tax rate from 35% to 21%, several changes could adversely affect our customers, including a cap on the deductibility of state and local income taxes, lower limits on the deductibility of mortgage interest and the elimination of deductions for new home equity loans. These changes could make it more difficult for borrowers to make their loan payments, reduce the demand for certain of our loan products, and could also negatively impact the housing market, which could adversely affect our financial condition and results of operations.
We may be subject to a higher consolidated effective tax rate if there is a change in tax laws relating to LCB Investments II, Inc. or if LCB Funding, Inc. fails to qualify as a real estate investment trust.
The Bank holds certain investment securities in its wholly-owned subsidiary LCB Investments II, Inc., which is incorporated in Nevada. Pursuant to the State of Indiana’s current tax laws and regulations, we are not subject to Indiana income tax for income earned through that subsidiary. If there are changes in Indiana’s tax laws or interpretations thereof requiring us to pay state taxes for income generated by LCB Investments II, Inc., the resulting tax consequences could increase our effective tax rate or cause us to have a tax liability for prior years.
The Bank also holds certain commercial real estate loans, residential real estate loans and other loans in a real estate investment trust through LCB Investments II, Inc. Qualification as a real estate investment trust involves application of specific provisions of the Internal Revenue Code relating to various asset tests. If LCB Funding, Inc. fails to meet any of the required provisions for real estate investment trusts, it could no longer qualify as a real estate investment trust and the resulting tax consequences would increase our effective tax rate or cause us to have a tax liability for prior years.
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We may be adversely impacted by the discontinuance of LIBOR as a short-term interest rate utilized for loans and other financing agreements.
In July 2017, the Financial Conduct Authority (the authority that regulates LIBOR) announced it intends to stop compelling banks to submit rates for the calculation of LIBOR after 2021. The Alternative Reference Rates Committee ("ARRC") has proposed that the Secured Overnight Financing Rate ("SOFR") is the rate that represents best practice as the alternative to USD-LIBOR for use in derivatives and other financial contracts that are currently indexed to USD-LIBOR. ARRC has proposed a paced market transition plan to SOFR from USD-LIBOR and organizations are currently working on industry wide and company specific transition plans as it relates to derivatives and cash markets exposed to USD-LIBOR. The Company has material contracts that are indexed to USD-LIBOR and is monitoring this activity and evaluating the related risks.
We have no unresolved SEC staff comments.
The Company is headquartered in the main office building of the Bank at 202 E. Center Street, Warsaw, Indiana. The Company operates in 56 locations, 49 of which are owned by the Bank and seven of which are leased from third parties.
None of the Company’s assets are the subject of any material encumbrances.
There are no material pending legal proceedings other than ordinary routine litigation incidental to the business to which the Company and the Bank are a party or of which any of their property is subject.
Not applicable.
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PART II
ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
The quarterly high and low closing prices for the Company’s common stock and the cash dividends declared and paid on that common stock are set forth in the table below.
| 2018 | 2017 | ||||||
| Cash | Cash | ||||||
| High* | Low* | Dividend | High* | Low* | Dividend | ||
| Fourth quarter | $47.41 | $37.79 | $0.260 | $52.43 | $45.26 | $0.220 | |
| Third quarter | $51.25 | $46.35 | $0.260 | $49.22 | $41.30 | $0.220 | |
| Second quarter | $51.15 | $45.15 | $0.260 | $48.70 | $41.38 | $0.220 | |
| First quarter | $51.76 | $45.01 | $0.220 | $48.32 | $39.68 | $0.190 | |
The common stock of the Company was first quoted on The Nasdaq Stock Market under the symbol “LKFN” on August 14, 1997. Currently, the Company’s common stock is listed for trading on the Nasdaq Global Select Market under the symbol “LKFN”. On February 19, 2019, the Company had approximately 349 stockholders of record.
The Company paid dividends on its common stock as set forth in the table above. The Company’s ability to pay dividends to stockholders is largely dependent upon the dividends it receives from the Bank, and the Bank is subject to regulatory limitations on the amount of cash dividends it may pay. See “Supervision and Regulation – Dividend Payments” for additional information.
Equity Compensation Plan Information
The table below sets forth the following information as of December 31, 2018 for (i) all compensation plans previously approved by the Company’s stockholders and (ii) all compensation plans not previously approved by the Company’s stockholders:
| (a) | the number of securities to be issued upon the exercise of outstanding options, warrants and rights; | ||
| (b) | | the weighted-average exercise price of such outstanding options, warrants and rights; and | |
| (c) | | other than securities to be issued upon the exercise of such outstanding options, warrants and rights, the | |
| number of securities remaining available for future issuance under the plans. |
EQUITY COMPENSATION PLAN INFORMATION
| Number of securities | |||
| remaining available | |||
| Number of securities to be | Weighted-average | for future issuance | |
| issued upon exercise of | exercise price of | under equity | |
| Plan category | outstanding options | outstanding options | compensation plans |
| Equity compensation plans | |||
| approved by security | |||
| holders(1) | 0 | $0.00 | 839,459 |
| Equity compensation plans | |||
| not approved by security | |||
| holders | 0 | 0.00 | 0 |
| Total | 0 | $0.00 | 839,459 |
(1) Lakeland Financial Corporation 2017 Equity Incentive Plan adopted on April 12, 2017 by the Board.
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STOCK PRICE PERFORMANCE GRAPH
The graph below compares the cumulative total return of the Company, the Nasdaq Market Index, and the SNL U.S. Bank Nasdaq Index.
| Lakeland Financial Corporation |
| INDEX | 12/31/13 | 12/31/14 | 12/31/15 | 12/31/16 | 12/31/17 | 12/31/18 | |
| Lakeland Financial Corporation | $100.00 | $113.93 | $124.93 | $194.86 | $203.26 | $172.01 | |
| Nasdaq Composite Index | 100.00 | 114.75 | 122.74 | 133.62 | 173.22 | 168.30 | |
| SNL U.S. Bank Nasdaq Index | 100.00 | 103.57 | 111.80 | 155.02 | 163.20 | 137.56 |
The above returns assume that $100 invested on December 31, 2013 and that all dividends were reinvested.
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ISSUER PURCHASES OF EQUITY SECURITIES
On January 8, 2019, the Company's board of directors approved a share repurchase program, under which the Company is authorized to repurchase, from time to time as the Company deems appropriate, shares of the Company's common stock with an aggregate purchase price of up to $30 million. Repurchases may be made in the open market, through block trades or otherwise, and in privately negotiated transactions. The repurchase program expires on December 31, 2019. The repurchase program does not obligate the Company to repurchase any dollar amount or number of shares, and the program may be extended, modified, suspended or discontinued at any time. None of the purchases reflected in the table below were purchases under the share repurchase program.
The following table provides information about purchases by the Company and its affiliates during the quarter ended December 31, 2018 of equity securities that are registered by the Company pursuant to Section 12 of the Exchange Act:
| Maximum Number (or | ||||||||
| Total Number of | Appropriate Dollar | |||||||
| Shares Purchased as | Value) of Shares that | |||||||
| Part of Publicly | May Yet Be Purchased | |||||||
| Total Number of | Average Price | Announced Plans or | Under the Plans or | |||||
| Period | | Shares Purchased | | Paid per Share | | Programs | | Programs(1) |
| 10/01/18-10/31/18 | 0 | $0.00 | 0 | $0.00 | ||||
| 11/01/18-11/30/18 | 1,023 | 43.68 | 0 | 0.00 | ||||
| 12/01/18-12/31/18 | 0 | | 0.00 | | 0 | | 0.00 | |
| Total | 1,023 | $43.68 | 0 | $0.00 |
| (1) | Does not reflect $30 million shares that were authorized for purchase after the periods reflected in this table. |
The shares purchased during the quarter were credited to the deferred share accounts of nine nonemployee directors under the Company’s directors’ deferred compensation plan.
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The following selected financial data as of the year-end for each of the five years in the period ended December 31, 2018, has been derived from the Company’s Consolidated Financial Statements and the results of operations for each period. This financial data should be read in conjunction with the Consolidated Financial Statements included in this Annual report of Form 10-K.
| (in thousands except share and per share data) | 2018 | 2017 | 2016 | 2015 | 2014 | ||||
| Ending period balances | |||||||||
| Assets | $4,875,254 | $4,682,976 | $4,290,025 | $3,766,286 | $3,443,284 | ||||
| Deposits | 4,044,065 | 4,008,655 | 3,577,912 | 3,183,421 | 2,873,120 | ||||
| Loans, net of deferred fees | 3,914,745 | 3,818,459 | 3,470,927 | 3,080,929 | 2,762,320 | ||||
| Allowance for loan losses | 48,453 | 47,121 | 43,718 | 43,610 | 46,262 | ||||
| Total equity | 521,704 | 468,667 | 427,067 | 392,901 | 361,385 | ||||
| Average balances | |||||||||
| Total assets | $4,758,392 | $4,443,106 | $4,039,719 | $3,597,190 | $3,318,271 | ||||
| Earning assets | 4,461,366 | 4,183,112 | 3,799,963 | 3,384,178 | 3,141,290 | ||||
| Investments | 562,385 | 530,275 | 493,656 | 476,153 | 475,068 | ||||
| Loans, net of deferred fees | 3,843,912 | 3,610,908 | 3,225,635 | 2,885,568 | 2,650,678 | ||||
| Total deposits | 4,093,894 | 3,757,209 | 3,477,816 | 3,088,598 | 2,797,929 | ||||
| Interest bearing deposits | 3,235,867 | 2,967,902 | 2,753,466 | 2,478,674 | 2,299,578 | ||||
| Interest bearing liabilities | 3,382,507 | 3,178,439 | 2,872,691 | 2,589,915 | 2,461,352 | ||||
| Total equity | 487,062 | 450,796 | 416,034 | 378,106 | 343,135 | ||||
| Income statement data | |||||||||
| Net interest income | $151,271 | $135,892 | $118,481 | $105,927 | $102,303 | ||||
| Net interest income-fully tax equivalent | 153,088 | 139,015 | 120,719 | 107,902 | 104,232 | ||||
| Provision for loan loss | 6,400 | 3,000 | 1,150 | 0 | 0 | ||||
| Non-interest income | 40,110 | 36,009 | 32,864 | 31,479 | 30,053 | ||||
| Non-interest expense | 86,037 | 79,267 | 72,978 | 68,206 | 66,166 | ||||
| Net income | 80,411 | 57,330 | 52,084 | 46,367 | 43,805 | ||||
| Per share data * | |||||||||
| Basic net income per common share | $3.18 | $2.28 | $2.08 | $1.86 | $1.77 | ||||
| Diluted net income per common share | 3.13 | 2.23 | 2.05 | 1.84 | 1.74 | ||||
| Cash dividends declared per common share | 1.00 | 0.85 | 0.73 | 0.63 | 0.55 | ||||
| Dividend payout | 31.95% | 38.12% | 35.61% | 34.36% | 31.42% | ||||
| Book value per common share | 20.62 | 18.60 | 17.01 | 15.74 | 14.55 | ||||
| Basic weighted average common shares outstanding | 25,288,533 | 25,181,208 | 25,056,095 | 24,926,354 | 24,803,295 | ||||
| Diluted weighted average common shares outstanding | 25,727,831 | 25,663,381 | 25,460,727 | 25,245,569 | 25,172,183 | ||||
| Key ratios | |||||||||
| Return on average assets | 1.69% | 1.29% | 1.29% | 1.29% | 1.32% | ||||
| Return on average total equity | 16.51% | 12.72% | 12.52% | 12.26% | 12.77% | ||||
| Equity to average assets | 10.24% | 10.15% | 10.30% | 10.51% | 10.34% | ||||
| Net interest margin | 3.43% | 3.33% | 3.18% | 3.19% | 3.32% | ||||
| Efficiency | 44.96% | 46.11% | 48.22% | 49.64% | 49.99% | ||||
| Asset Quality | |||||||||
| Net charge offs to average loans | 0.13% | -0.01% | 0.03% | 0.09% | 0.10% | ||||
| Loan loss reserve to total loans | 1.24% | 1.23% | 1.26% | 1.42% | 1.67% | ||||
| Loan loss reserve to nonperforming loans | 667.40% | 500.91% | 653.31% | 334.04% | 337.51% | ||||
| Nonperforming assets to total loans | 0.19% | 0.25% | 0.20% | 0.43% | 0.51% | ||||
| Other Data | |||||||||
| Full-time equivalent employees | 553 | 539 | 524 | 518 | 496 | ||||
| Offices | 49 | 49 | 48 | 47 | 46 |
* Share and per share data has been adjusted for a 3-for-2 stock split on July 25, 2016 in the form of a stock dividend on August 5, 2016.
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OVERVIEW
Net income in 2018 was $80.4 million, up 40.3% from $57.3 million in 2017 and up from $52.1 million in 2016. Diluted net income per common share was $3.13 in 2018, $2.23 in 2017 and $2.05 in 2016. Return on average total assets was 1.69% in 2018 versus 1.29% in 2017 and 2016. Return on average common shareholders’ equity was 16.51% in 2018 versus 12.72% in 2017 and 12.52% in 2016. The dividend payout ratio with respect to diluted earnings per share was 31.95% in 2018, 38.12% in 2017 and 35.61% in 2016. The equity to average assets ratio was 10.24% in 2018 compared to 10.15% in 2017 and 10.30% in 2016.
Net income in 2018 was positively impacted by a $15.4 million increase in net interest income and a $4.1 million increase in noninterest income. In addition, income tax expense decreased $13.8 million from 2017. The decrease was largely due to the Tax Cuts and Jobs Act which lowered the Company’s federal tax rate to 21% from 35%. Offsetting these positive impacts was a $6.8 million increase in noninterest expense and a $3.4 million increase in the provision for loan losses.
Net income in 2017 was positively impacted by a $17.4 million increase in net interest income and a $3.1 million increase in noninterest income. Offsetting this positive impact was a $6.3 million increase in noninterest expense and a $1.9 million increase in the provision for loan losses. In addition, income tax expense increased $7.2 million from 2016. As a result of the Tax Cuts and Jobs Act that was enacted into law on December 22, 2017, the Company revalued its net deferred tax asset position to reflect the reduction in its federal corporate income tax rate from 35% to 21%. This revaluation resulted in a non-cash, non-operating and non-recurring income tax expense adjustment of approximately $4.1 million, or $0.16 per diluted share, for the year ending December 31, 2017.
Total assets were $4.875 billion as of December 31, 2018 versus $4.683 billion as of December 31, 2017, an increase of $192.3 million or 4.1%. This increase was primarily due to a $96.3 million increase in total loans, and a $47.1 million increase in investment securities. Total average assets increased $315.3 million primarily due to average loans increasing $233.0 million in 2018, and a $32.1 million increase in investment securities.
CRITICAL ACCOUNTING POLICIES
Certain of the Company’s accounting policies are important to the portrayal of the Company’s financial condition, since they require management to make difficult, complex or subjective judgments, some of which may relate to matters that are inherently uncertain. Estimates associated with these policies are susceptible to material changes as a result of changes in facts and circumstances. Some of the facts and circumstances which could affect these judgments include changes in interest rates, in the performance of the economy or in the financial condition of borrowers. Management believes that its critical accounting policies include determining the allowance for loan losses and the valuation and other-than-temporary impairment of investment securities.
Allowance for Loan Losses
The Company maintains an allowance for loan losses to provide for probable incurred credit losses. Loan losses are charged against the allowance when management believes that the principal is uncollectable. Subsequent recoveries, if any, are credited to the allowance. Allocations of the allowance are made for specific loans and for pools of similar types of loans, although the entire allowance is available for any loan that, in management’s judgment, should be charged against the allowance. A provision for loan losses is taken based on management’s ongoing evaluation of the appropriate allowance balance. A formal evaluation of the adequacy of the loan loss allowance is conducted monthly. The ultimate recovery of all loans is susceptible to future market factors beyond the Company’s control.
The level of loan loss provision is influenced by growth in the overall loan portfolio, emerging market risk, emerging concentration risk, commercial loan focus and large credit concentration, new industry lending activity, general economic conditions and historical loss analysis. In addition, management gives consideration to changes in the allocation for specific watch list credits in determining the appropriate level of the loan loss provision. Furthermore, management’s overall view on credit quality is a factor in the determination of the provision.
The determination of the appropriate allowance is inherently subjective, as it requires significant estimates by management. The Company has an established process to determine the adequacy of the allowance for loan losses that generally includes consideration of the following factors: changes in the nature and volume of the loan portfolio, overall portfolio quality and current economic conditions that may affect the borrowers’ ability to repay. Consideration is not limited to these factors although they represent the most commonly cited factors. With respect to specific allocation levels for individual credits, management considers the current valuation of collateral and the amounts and timing of expected future cash flows as the primary measures. Management also considers trends in adversely classified loans based upon an ongoing review of those credits. With respect to pools of similar loans, allocations are assigned based upon historical experience unless the rate of loss is expected to be greater than historical losses as noted
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below. A detailed analysis is performed on loans that are classified but determined not to be impaired which incorporates different scenarios where the risk that the borrower will be unable or unwilling to repay its debt in full or on time is combined with an estimate of loss in the event the borrower cannot pay to develop non-specific allocations for such loan pools. These allocations may be adjusted based on the other factors cited above. An appropriate level of general allowance for pooled loans is determined after considering the following: application of historical loss percentages, emerging market risk, commercial loan focus and large credit concentration, new industry lending activity and general economic conditions. It is also possible that the following could affect the overall process: social, political, economic and terrorist events or activities. All of these factors are susceptible to change, which may be significant. As a result of this detailed process, the allowance results in two forms of allocations, specific and general. These two components represent the total allowance for loan losses deemed adequate to cover probable losses inherent in the loan portfolio.
Commercial loans are subject to a dual standardized grading process administered by the credit administration function. These grade assignments are performed independent of each other and a consensus is reached by credit administration and the loan review officer. Specific allowances are established in cases where management has identified significant conditions or circumstances related to an individual credit that indicate the loan is impaired. Considerations with respect to specific allocations for these individual credits include, but are not limited to, the following: (a) does the customer’s cash flow or net worth appear insufficient to repay the loan; (b) is there adequate collateral to repay the loan; (c) has the loan been criticized in a regulatory examination; (d) is the loan impaired; (e) are there other reasons where the ultimate collectability of the loan is in question; or (f) are there unique loan characteristics that require special monitoring.
Allocations are also applied to categories of loans considered not to be individually impaired, but for which the rate of loss is expected to be consistent with or greater than historical averages. Such allocations are based on past loss experience and information about specific borrower situations and estimated collateral values. In addition, general allocations are made for other pools of loans, including non-classified loans. These general pooled loan allocations are performed for portfolio segments of commercial and industrial, commercial real estate and multi-family, agri-business and agricultural, other commercial, consumer 1-4 family mortgage and other consumer loans, and loans within certain industry categories believed to present unique risk of loss. General allocations of the allowance are primarily made based on a three-year historical average for loan losses for these portfolios, and are subjectively adjusted for economic factors and portfolio trends.
Due to the imprecise nature of estimating the allowance for loan losses, the Company’s allowance for loan losses includes an unallocated component. The unallocated component of the allowance for loan losses incorporates the Company’s judgmental determination of inherent losses that may not be fully reflected in other allocations, including factors such as the level of classified credits, economic uncertainties, industry trends impacting specific portfolio segments, broad portfolio quality trends and trends in the composition of the Company’s large commercial loan portfolio and related large dollar exposures to individual borrowers.
Valuation and Other-Than-Temporary Impairment of Investment Securities
The fair values of securities available for sale are determined on a recurring basis by obtaining quoted prices on nationally recognized securities exchanges or pricing models, which utilize significant observable inputs such as matrix pricing. This is a mathematical technique widely used in the industry to value debt securities without relying exclusively on quoted prices for the specific securities but rather by relying on the securities’ relationship to other benchmark quoted securities. Different judgments and assumptions used in pricing could result in different estimates of value. The fair value of certain securities is determined using unobservable inputs, primarily observable inputs of similar securities.
At the end of each reporting period, securities held in the investment portfolio are evaluated on an individual security level for other-than-temporary impairment in accordance with current accounting guidance. Impairment is other-than-temporary if the decline in the fair value of the security is below its amortized cost and it is probable that all amounts due according to the contractual terms of a debt security will not be received.
Significant judgments are required in determining impairment, which includes making assumptions regarding the estimated prepayments, loss assumptions and the change in interest rates.
We consider the following factors when determining other-than-temporary impairment for a security or investment:
| · | the length of time and the extent to which the market value has been less than amortized cost; |
| · | the financial condition and near-term prospects of the issuer; |
| · | the underlying fundamentals of the relevant market and the outlook for such market for the near future; and |
| · | our intent and ability to hold the security for a period of time sufficient to allow for any anticipated recovery in market value. |
The assessment of whether a decline exists that is other-than-temporary, involves a high degree of subjectivity and judgment and is based on the information available to management at a point in time. If, in management’s judgment, other-than-temporary
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impairment exists, the cost basis of the security will be written down to the computed net present value, and the unrealized loss will be transferred from accumulated other comprehensive loss as an immediate reduction of current earnings (as if the loss had been realized in the period of other-than-temporary impairment).
RESULTS OF OPERATIONS
Overview
In 2018 and 2017, the Company continued to grow loans and deposits organically, in its geographic footprint of northern Indiana and in central Indiana in the Indianapolis market. The Company had 49 branches as of December 31, 2018 and opened its 50th branch located in downtown Indianapolis in January of 2019. The Company’s profitability has been positively impacted by growth in loans and deposits. In addition, asset quality has remained stable. The core banking contributions to noninterest income of deposit, loan and wealth management fee income increased in 2018. Overall, expense growth has reflected our continued investment in people, technology and our branch infrastructure. The outlook for 2019 includes plans for continued organic loan and deposit growth, a disciplined credit philosophy and continued investment in the Company in the form of staff additions, expansion in the Indianapolis marketplace and investments in technology.
Selected income statement information for the years ended December 31, 2018, 2017 and 2016 is presented in the following table.
| (dollars in thousands) | 2018 | 2017 | 2016 | ||
| Income Statement Summary: | |||||
| Net interest income | $151,271 | $135,892 | $118,481 | ||
| Provision for loan losses | 6,400 | 3,000 | 1,150 | ||
| Noninterest income | 40,110 | 36,009 | 32,864 | ||
| Noninterest expense | 86,037 | 79,267 | 72,978 | ||
| Other Data: | |||||
| Efficiency ratio (1) | 44.96% | 46.11% | 48.22% | ||
| Dilutive EPS | $3.13 | $2.23 | $2.05 | ||
| Tangible capital ratio (2) | 10.63% | 9.93% | 9.89% | ||
| Net charge-offs to average loans | 0.13% | -0.01% | 0.03% | ||
| Net interest margin | 3.43% | 3.33% | 3.18% | ||
| Noninterest income to total revenue | 20.96% | 20.95% | 21.71% |
| (1) | Noninterest expense/Net interest income plus Noninterest income |
| (2) | Tangible common equity, tangible assets, and the tangible capital ratio are non-GAAP financial measures calculated using GAAP amounts. Tangible common equity is calculated by excluding the balance of goodwill and other intangible assets from the calculation of stockholders' equity, net of deferred tax. Tangible assets are calculated by excluding the balance of goodwill and other intangible assets from the calculation of total assets, net of deferred tax. The tangible capital ratio is calculated by dividing tangible common equity by tangible assets. |
Net Income
Net income was $80.4 million in 2018, an increase of $23.1 million, or 40.3%, versus net income of $57.3 million in 2017. The increase in net income from 2017 to 2018 was primarily due to the increase in net interest income in the amount of $15.4 million, or 11.3%, to $151.3 million versus $135.9 million in 2017. In addition, income tax expense decreased by $13.8 million to $18.5 million and noninterest income increased $4.1 million to $40.1 million, offset by increases in noninterest expense and provision expense of $6.8 million and $3.4 million, respectively.
Net income was $57.3 million in 2017, an increase of $5.2 million, or 10.1%, versus net income of $52.1 million in 2016. The increase in net income from 2016 to 2017 was primarily due to the increase in net interest income in the amount of $17.4 million, or 14.7%, to $135.9 million versus $118.5 million in 2016. In addition, noninterest income increased $3.1 million to $36.0 million offset by increases in noninterest expenses, provision expense, and income tax expense of $6.3 million, $1.9 million, and $7.2 million, respectively. In 2017, the Company recorded a non-cash, non-operating and non-recurring income tax provision of $4.1 million for federal income taxes associated with the Company’s net deferred tax asset revaluation as a result of the Tax Cuts and Jobs Act that was enacted into law on December 22, 2017.
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Net Interest Income
The following table presents a three-year average balance sheet and, for each major asset and liability category, its related interest income and yield or its expense and rate for the years ended December 31.
THREE YEAR AVERAGE BALANCE SHEET AND NET INTEREST ANALYSIS
| 2018 | 2017 | 2016 | ||||||||||||||||||
| Average | Interest | Yield (1)/ | Average | Interest | Yield (1)/ | Average | Interest | Yield (1)/ | ||||||||||||
| (fully tax equivalent basis, dollars in thousands) | Balance | Income | Rate | Balance | Income | Rate | Balance | Income | Rate | |||||||||||
| Earning Assets | ||||||||||||||||||||
| Loans: | ||||||||||||||||||||
| Taxable (2)(3) | $3,821,182 | $181,451 | 4.75 | % | $3,589,734 | $150,295 | 4.19 | % | $3,213,188 | $124,830 | 3.88 | % | ||||||||
| Tax exempt (1) | 22,730 | 1,016 | 4.47 | 21,174 | 1,103 | 5.21 | 12,447 | 687 | 5.52 | |||||||||||
| Investments: (1) | ||||||||||||||||||||
| Available for sale | 562,385 | 17,411 | 3.10 | 530,275 | 17,069 | 3.23 | 493,656 | 15,319 | 3.10 | |||||||||||
| Short-term investments | 3,868 | 49 | 1.27 | 5,565 | 27 | 0.49 | 6,007 | 14 | 0.23 | |||||||||||
| Interest bearing deposits | 51,201 | 860 | 1.68 | 36,364 | 327 | 0.90 | 74,665 | 339 | 0.45 | |||||||||||
| Total earning assets | $4,461,366 | $200,787 | 4.50 | % | $4,183,112 | $168,821 | 4.04 | % | $3,799,963 | $141,189 | 3.72 | % | ||||||||
| Less: Allowance for loan losses | (47,722) | (44,849) | (43,274) | |||||||||||||||||
| Nonearning Assets | ||||||||||||||||||||
| Cash and due from banks | 144,727 | 114,967 | 110,104 | |||||||||||||||||
| Premises and equipment | 56,842 | 55,141 | 49,782 | |||||||||||||||||
| Other nonearning assets | 143,179 | 134,735 | 123,144 | |||||||||||||||||
| Total assets | $4,758,392 | $4,443,106 | $4,039,719 | |||||||||||||||||
| Interest Bearing Liabilities | ||||||||||||||||||||
| Savings deposits | $257,959 | $331 | 0.13 | % | $272,811 | $401 | 0.15 | % | $264,669 | $441 | 0.17 | % | ||||||||
| Interest bearing checking accounts | 1,475,776 | 17,940 | 1.22 | 1,401,216 | 9,999 | 0.71 | 1,282,257 | 5,654 | 0.44 | |||||||||||
| Time deposits: | ||||||||||||||||||||
| In denominations under $100,000 | 265,604 | 4,017 | 1.51 | 241,170 | 2,927 | 1.21 | 246,971 | 2,832 | 1.15 | |||||||||||
| In denominations over $100,000 | 1,236,528 | 22,625 | 1.83 | 1,052,705 | 13,699 | 1.30 | 959,569 | 10,017 | 1.04 | |||||||||||
| Miscellaneous short-term borrowings | 115,711 | 1,143 | 0.99 | 179,579 | 1,446 | 0.81 | 88,265 | 352 | 0.40 | |||||||||||
| Long-term borrowings and | ||||||||||||||||||||
| subordinated debentures | 30,929 | 1,643 | 5.31 | 30,958 | 1,334 | 4.31 | 30,960 | 1,174 | 3.79 | |||||||||||
| Total interest bearing liabilities | $3,382,507 | $47,699 | 1.41 | % | $3,178,439 | $29,806 | 0.94 | % | $2,872,691 | $20,470 | 0.71 | % | ||||||||
| Noninterest Bearing Liabilities | ||||||||||||||||||||
| Demand deposits | 858,027 | 789,307 | 724,350 | |||||||||||||||||
| Other liabilities | 30,796 | 24,564 | 26,644 | |||||||||||||||||
| Stockholders' Equity | 487,062 | 450,796 | 416,034 | |||||||||||||||||
| Total liabilities and stockholders' equity | $4,758,392 | $4,443,106 | $4,039,719 | |||||||||||||||||
| Interest Margin Recap | ||||||||||||||||||||
| Interest income/average earning assets | 200,787 | 4.50 | 168,821 | 4.04 | 141,189 | 3.72 | ||||||||||||||
| Interest expense/average earning assets | 47,699 | 1.07 | 29,806 | 0.71 | 20,470 | 0.54 | ||||||||||||||
| Net interest income and margin | $153,088 | 3.43 | % | $139,015 | 3.33 | % | $120,719 | 3.18 | % | |||||||||||
| (1) | Tax exempt income was converted to a fully taxable equivalent basis at a 21 percent tax rate for 2018 and 35 percent tax rate for 2017 and 2016. The tax equivalent rate for tax exempt loans and tax exempt securities acquired after January 1, 1983 included the Tax Equity and Fiscal Responsibility Act of 1982 (“TEFRA”) adjustment applicable to nondeductible interest expenses. Taxable equivalent basis adjustments were $1.8 million, $3.1 million and $2.2 million for the years ended December 31, 2018, 2017 and 2016, respectively. |
| (2) | Loan fees, which are immaterial in relation to total taxable loan interest income for the years ended December 31, 2018, 2017 and 2016, are included as taxable loan interest income. |
| (3) | Nonaccrual loans are included in the average balance of taxable loans. |
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The following table shows fluctuations in net interest income attributable to changes in the average balances of assets and liabilities and the yields earned or rates paid for the years ended December 31.
NET INTEREST INCOME – RATE/VOLUME ANALYSIS (fully tax equivalent basis, dollars in thousands)
| 2018 Over (Under) 2017 (1) | 2017 Over (Under) 2016 (1) | ||||||||||
| Attributable to | Total | Attributable to | Total | ||||||||
| Volume | Rate | Change | Volume | Rate | Change | ||||||
| Interest Income (2) | |||||||||||
| Loans: | |||||||||||
| Taxable | $10,112 | $21,044 | $31,156 | $15,312 | $10,153 | $25,465 | |||||
| Tax exempt | 77 | (164) | (87) | 457 | (41) | 416 | |||||
| Investments: | |||||||||||
| Available for sale | 1,009 | (667) | 342 | 1,165 | 585 | 1,750 | |||||
| Short-term investments | (10) | 32 | 22 | (1) | 14 | 13 | |||||
| Interest bearing deposits | 170 | 363 | 533 | (232) | 220 | (12) | |||||
| Total interest income | 11,358 | 20,608 | 31,966 | 16,701 | 10,931 | 27,632 | |||||
| Interest Expense | |||||||||||
| Savings deposits | (21) | (49) | (70) | 13 | (53) | (40) | |||||
| Interest bearing checking accounts | 558 | 7,383 | 7,941 | 567 | 3,778 | 4,345 | |||||
| Time deposits: | |||||||||||
| In denominations under $100,000 | 318 | 772 | 1,090 | (68) | 163 | 95 | |||||
| In denominations over $100,000 | 2,684 | 6,242 | 8,926 | 1,040 | 2,642 | 3,682 | |||||
| Miscellaneous short-term borrowings | (585) | 282 | (303) | 551 | 543 | 1,094 | |||||
| Long-term borrowings and | |||||||||||
| subordinated debentures | (1) | 310 | 309 | 0 | 160 | 160 | |||||
| Total interest expense | 2,953 | 14,940 | 17,893 | 2,103 | 7,233 | 9,336 | |||||
| Net Interest Income (tax equivalent) | $8,405 | $5,668 | $14,073 | $14,598 | $3,698 | $18,296 | |||||
| (1) | The earning assets and interest bearing liabilities used to calculate interest differentials are based on average daily balances for 2018, 2017 and 2016. The changes in net interest income are created by changes in interest rates and changes in the volumes of loans, investments, deposits and borrowings. In the table above, changes attributable to volume are computed using the change in volume from the prior year multiplied by the previous year’s rate, and changes attributable to rate are computed using the change in rate from the prior year multiplied by the previous year’s volume. The change in interest or expense due to both rate and volume has been allocated between factors in proportion to the relationship of the absolute dollar amounts of the change in each. |
| (2) | Tax exempt income was converted to a fully taxable equivalent basis at a 21 percent tax rate for 2018 and 35 percent tax rate for 2017 and 2016. The tax equivalent rate for tax exempt loans and tax exempt securities acquired after January 1, 1983 included the TEFRA adjustment applicable to nondeductible interest expense. |
Net interest income increased by $15.4 million to $151.3 million in 2018 compared to 2017, primarily due to a 46 basis point increase in the yield on earning assets to 4.50% from 4.04%. In addition, average earning assets increased $278.3 million, or 6.7% in 2018, driven by an increase of 6.2% in the average commercial loan portfolio, which reflects our continuing strategic focus on commercial lending. The net interest margin increased to 3.43% in 2018 versus 3.33% in 2017, due to higher yields on average earning assets, which more than offset an increase in the cost of interest bearing liabilities during 2018. Net interest income increased by $17.4 million to $135.9 million in 2017 compared to 2016, primarily due to a 10.1% increase in average earning assets in 2017, driven by an increase of 12.5% in the average commercial loan portfolio. The net interest margin increased to 3.33% in 2017 versus 3.18% in 2016, due to higher yields on average earning assets, which more than offset an increase in the cost of interest bearing liabilities during 2017.
Growth in the commercial loan portfolio accounted for most of the growth in loans, as well as total earning assets, during both 2018 and 2017, and positively impacted total interest income. Management believes that the growth in the loan portfolio will likely continue in a measured, but prudent, fashion as a result of our continued strategic focus on commercial and industrial lending, as well as commercial real estate lending. In addition, management believes its organic growth strategy of continued expansion in its current geographic footprint and in Indianapolis will provide continued loan growth opportunities. During 2018, growth in average loans of $233.0 million and growth in investment securities of $32.1 million was funded through an increase in deposits. Average interest bearing deposit accounts increased $268.0 million and average demand deposits increased $68.7 million in 2018.
The increase in the Company’s yields on average earning assets during 2018 and 2017 resulted from increases in market rates overall, including increases in loan portfolio yields during both years. Market rates were impacted by four Federal Reserve Bank increases of 25 basis points each in the Federal Funds rate, which occurred in March 2018, June 2018, September 2018, and December 2018. Yields on commercial loans increased in 2018, as a result of higher market interest rates and due to the variable nature of the commercial loan portfolio. During 2018 management continued to focus on growing the commercial portfolio in a prudent and
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responsible manner. The cost of funds was also impacted by the rising rate environment during 2018, with the largest impact occurring in public fund interest bearing checking and time deposit accounts.
Provision for Loan Losses
The Company recorded provision for loan loss expense of $6.4 million primarily due to a charge off of $5.1 million from a single commercial loan relationship in addition to growth in the loan portfolio. The 2018 provision expense compares to $3.0 million of provision expense recorded in 2017 and $1.2 million of provision expense recorded in 2016. The allowance for loan losses at December 31, 2018 was $48.5 million, which represented 1.24% of the loan portfolio, versus an allowance for loan losses of $47.1 million at the end of 2017, which represented 1.23% of the loan portfolio. The allowance for loan losses was $43.7 million at the end of 2016, which represented 1.26% of the loan portfolio. The provision in 2017 and 2016 was attributable to the increasing size of the loan portfolio with consideration to the level of nonperforming loans and net charge-offs (recoveries). Net charge-offs (recoveries) of $5.1 million, or 0.13% of average loans, and net recoveries of ($403,000), or (0.01)% of average loans were recorded in 2018 and 2017, respectively. Provision expense for 2018, 2017, and 2016 was attributable to a number of factors but was primarily determined based on key loan quality metrics, including the level of net charge-offs, strong reserve coverage of nonperforming loans, a decrease in historical loss percentages, stabilization in economic conditions in the Company’s markets and general signs of improvement in borrower performance and future prospects. In addition, management gave consideration to changes in the allocation for specific watch list credits in determining the appropriate level of the loan loss provision. Management’s overall view on current credit quality was also a factor in the determination of the provision for loan losses. The Company’s management continues to monitor the adequacy of the provision based on loan levels, asset quality, economic conditions and other factors that may influence the assessment of the collectability of loans.
Noninterest Income
The following table presents changes in the components of noninterest income for the years ended December 31.
| % Change From | |||||||||
| Prior Year | |||||||||
| (dollars in thousands) | 2018 | | 2017 | | 2016 | | 2018 | | 2017 |
| Wealth advisory fees | $6,344 | | $5,481 | | $4,805 | | 15.7% | | 14.1% |
| Investment brokerage fees | 1,458 | | 1,273 | | 1,010 | | 14.5% | | 26.0% |
| Service charges on deposit accounts | 15,831 | | 13,696 | | 12,013 | | 15.6% | | 14.0% |
| Loan and service fees | 9,291 | | 7,900 | | 7,681 | | 17.6% | | 2.9% |
| Merchant card fee income | 2,461 | | 2,279 | | 2,098 | | 8.0% | | 8.6% |
| Bank owned life insurance | 1,244 | | 1,768 | | 1,392 | -29.6% | 27.0% | ||
| Other income | 2,381 | | 2,598 | | 2,213 | -8.4% | 17.4% | ||
| Mortgage banking income | 1,150 | | 982 | | 1,586 | | 17.1% | | -38.1% |
| Net securities gains (losses) | (50) | | 32 | | 66 | | -256.3% | | -51.5% |
| Total noninterest income | $40,110 | | $36,009 | | $32,864 | | 11.4% | | 9.6% |
| Noninterest income to total revenue | 21.0 | % | 21.0 | % | 21.7 | % | |||
Noninterest income was $40.1 million in 2018 versus $36.0 million in 2017, an increase of $4.1 million, or 11.4%. The increase was primarily driven by a $2.1 million increase in service charges on deposit accounts driven by growth in fees from business accounts. In addition, wealth advisory fees increased $863,000, due to new business development as well as growth in assets managed for existing clients. Noninterest income was also positively impacted by growth in the amount of $1.4 million in loan and service fees. Noninterest income was negatively impacted by a decrease in bank owned life insurance income which declined by $524,000, or 29.6%, primarily due to a variable bank owned life insurance product that contains equity based investments.
Noninterest income was $36.0 million in 2017 versus $32.9 million in 2016, an increase of $3.1 million, or 9.6%. The increase was primarily driven by a $1.7 million increase in service charges on deposit accounts driven by growth in fees from business accounts. In addition, wealth advisory fees increased $676,000, due to new business development as well as growth in assets managed for existing clients. Noninterest income was negatively impacted by decreases in mortgage banking income due to lower mortgage originations.
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Noninterest Expense
The following table presents changes in the components of noninterest expense for the years ended December 31.
| % Change From | |||||||||
| Prior Year | |||||||||
| (dollars in thousands) | 2018 | | 2017 | | 2016 | | 2018 | | 2017 |
| Salaries and employee benefits | $48,353 | | $45,306 | | $41,656 | | 6.7% | | 8.8% |
| Net occupancy expense | 5,149 | | 4,595 | | 4,266 | | 12.1% | | 7.7% |
| Equipment costs | 5,243 | | 4,629 | | 3,850 | | 13.3% | | 20.2% |
| Data processing fees and supplies | 9,685 | | 8,233 | | 8,148 | | 17.6% | | 1.0% |
| Corporate and business development | 5,066 | 4,744 | 3,328 | 6.8% | 42.5% | ||||
| FDIC insurance and other regulatory fees | 1,701 | 1,798 | 2,001 | -5.4% | -10.1% | ||||
| Professional fees | 3,798 | 3,574 | 3,208 | 6.3% | 11.4% | ||||
| Other expense | 7,042 | 6,388 | 6,521 | 10.2% | -2.0% | ||||
| Total noninterest expense | $86,037 | | $79,267 | | $72,978 | | 8.5% | | 8.6% |
Noninterest expense was $86.0 million in 2018 versus $79.3 million in 2017, an increase of $6.8 million, or 8.5%. Salaries and employee benefits increased by $3.0 million primarily due to an increase to the Company’s minimum hiring wage, normal merit increases and increased health insurance cost. Data processing fees also increased during 2018 by $1.5 million primarily due to the Company’s continued investment in technology-based solutions and ongoing transition to cloud-based technology. Occupancy and equipment costs increased during 2018 due to continued branch expansion and remodeling of existing branches and other offices. In addition, corporate and business development expense increased due to higher community support and donation expense.
Noninterest expense was $79.3 million in 2017 versus $73.0 million in 2016, an increase of $6.3 million, or 8.6%. Salaries and employee benefits increased by $3.6 million primarily due to higher performance incentive-based compensation costs, normal merit increases and staff additions related to the Company’s continued growth and expansion. Corporate and business development expense increased primarily due to higher community support and donation expense, as well as higher advertising expense. Equipment costs increased driven by the Company’s branch expansion and remodeling of existing branches and other offices.
Income Taxes
The Company recognized income tax expense in 2018 of $18.5 million, compared to $32.3 million in 2017, and $25.1 million in 2016. The effective tax rate in 2018 was 18.7% compared to 36.0% in 2017, and 32.5% in 2016. The effective tax rate was lower in 2018 compared to 2017 and 2016 due to the effects of the Tax Cuts and Jobs Act, which reduced the Company’s federal tax rate to 21% from 35% effective January 1, 2018. Results for 2017 included a non-cash, non-operating and non-recurring income tax provision of $4.1 million or $0.16 per diluted share. For a detailed analysis of the Company’s income taxes see Note 13 – Income Taxes.
FINANCIAL CONDITION
Overview
Total assets of the Company were $4.875 billion as of December 31, 2018, an increase of $192.3 million, or 4.1%, when compared to $4.683 billion as of December 31, 2017. Total loans increased by $96.8 million, or 2.5%, to $3.916 billion at December 31, 2018 from $3.820 billion at December 31, 2017. Cash and cash equivalents increased by $40.7 million and available-for-sale securities increased by $47.1 million. Funding for the loan and investment growth came from a $94.9 million increase in total borrowings as well as a $35.4 million increase in total deposits in 2018. Most of the increase in short-term borrowings resulted from short-term advances from the Federal Home Loan Bank of Indianapolis. The Company used wholesale funding, including brokered deposits and Federal Home Loan Bank advances, to fund part of its loan growth and to help maintain its desired interest rate risk position.
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Uses of Funds
Investment Portfolio
The amortized cost and the fair value of securities as of December 31, 2018, 2017 and 2016 were as follows:
| 2018 | 2017 | 2016 | |||||||||
| Amortized | Fair | Amortized | Fair | Amortized | Fair | ||||||
| (fully tax equivalent basis dollars in thousands) | Cost | Value | Cost | Value | Cost | Value | |||||
| Securities available for sale: | |||||||||||
| U.S. Treasury securities | $994 | $987 | $992 | $997 | $990 | $1,003 | |||||
| U.S. government sponsored agencies | 4,435 | 4,350 | 5,191 | 5,122 | 6,312 | 6,241 | |||||
| Mortgage-backed securities: residential | 329,516 | 325,412 | 314,650 | 313,774 | 304,172 | 304,495 | |||||
| Mortgage-backed securities: commercial | 38,712 | 38,141 | 44,208 | 44,211 | 46,936 | 47,073 | |||||
| State and municipal securities | 217,964 | 216,659 | 172,375 | 174,389 | 146,917 | 145,379 | |||||
| Total debt securities available for sale | $591,621 | $585,549 | $537,416 | $538,493 | $505,327 | $504,191 | |||||
At year-end 2018, 2017 and 2016, there were no holdings of securities of any one issuer, other than the U.S. government, government agencies and government sponsored agencies, in an amount greater than 10% of stockholders’ equity. See Note 2 – Securities for more information on these investments.
Purchases of securities available for sale totaled $126.6 million in 2018, $139.3 million in 2017 and $116.2 million in 2016. The growth of the investment portfolio during the past three years serves to enhance liquidity for the Company and manage the level of interest rate risk in relation to the loan portfolio. Securities sales totaled $15.3 million in 2018, $40.9 million in 2017 and $12.1 million in 2016. Paydowns from prepayments and scheduled payments of $42.8 million, $50.0 million and $56.4 million were received in 2018, 2017 and 2016, and the amortization of premiums, net of the accretion of discounts, was $3.2 million, $3.1 million and $2.9 million, respectively. Maturities and calls of securities totaled $11.0 million, $11.7 million and $12.9 million in 2018, 2017 and 2016, respectively. No other-than-temporary impairment was recognized in 2018, 2017 or 2016. The investment portfolio is managed to provide for an appropriate balance between liquidity, credit risk, investment return and to limit the Company’s exposure to risk to an acceptable level.
The weighted average yields and maturity distribution for the securities portfolio at December 31, 2018, were as follows:
| Within | After One | After Five Years | Over Ten | |||||||||||||
| One Year | Within Five Years | Within Ten years | Years | |||||||||||||
| Fair | Fair | Fair | Fair | |||||||||||||
| Value | Yield | Value | Yield | Value | Yield | Value | Yield | |||||||||
| (fully tax equivalent basis, dollars in thousands) | ||||||||||||||||
| U.S. Treasury securities | $0 | 0.00 | % | $987 | 3.50 | % | $0 | 0.00 | % | $0 | 0.00 | % | ||||
| U.S. government sponsor agency | 0 | 0.00 | % | 1,995 | 0.41 | % | 0 | 0.00 | % | 2,355 | 3.00 | % | ||||
| Mortgage-backed securities: residential | 111 | 3.03 | % | 38,386 | 3.93 | % | 43,959 | 3.34 | % | 242,956 | 3.53 | % | ||||
| Mortgage-backed securities: commercial | 0 | 0.00 | % | 34,101 | 4.25 | % | 4,040 | 5.50 | % | 0 | 0.00 | % | ||||
| State and municipal securities | 2,541 | 3.43 | % | 19,540 | 3.80 | % | 32,656 | 3.45 | % | 161,922 | 3.82 | % | ||||
| Total Securities | $2,652 | 3.41 | % | $95,009 | 3.94 | % | $80,655 | 3.49 | % | $407,233 | 3.64 | % | ||||
The company does not trade or invest in or sponsor certain unregistered investment companies defined as hedge funds and private equity funds in the Volcker Rule.
Real Estate Mortgage Loans Held For Sale
Real estate mortgages held for sale decreased by $1.0 million to $2.3 million at December 31, 2018 from $3.3 million at December 31, 2017. This asset category is subject to a high degree of variability depending on, among other things, recent mortgage loan rates and the timing of loan sales into the secondary market. The Company generally sells almost all of the mortgage loans it originates on the secondary market. Proceeds from sales totaled $51.7 million in 2018, $57.6 million in 2017 and $68.7 million in 2016.
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Loan Portfolio
The loan portfolio by class as of December 31, 2018, 2017, 2016, 2015 and 2014 was as follows:
| (dollars in thousands) | 2018 | 2017 | 2016 | 2015 | 2014 | ||||
| Commercial and industrial loans: | |||||||||
| Working capital lines of credit loans | $690,620 | $743,609 | $624,404 | $581,025 | $544,043 | ||||
| Non-working capital loans | 714,759 | 675,072 | 644,086 | 598,487 | 491,330 | ||||
| Total commercial and industrial loans | 1,405,379 | 1,418,681 | 1,268,490 | 1,179,512 | 1,035,373 | ||||
| Commercial real estate and multi-family residential loans: | |||||||||
| Construction and land development loans | 266,805 | 224,474 | 245,182 | 230,719 | 156,636 | ||||
| Owner occupied loans | 586,325 | 538,603 | 469,705 | 412,026 | 403,154 | ||||
| Nonowner occupied loans | 520,901 | 508,121 | 458,404 | 407,883 | 394,458 | ||||
| Multi-family loans | 195,604 | 173,715 | 127,632 | 79,425 | 71,811 | ||||
| Total commercial real estate and multi-family residential loans | 1,569,635 | 1,444,913 | 1,300,923 | 1,130,053 | 1,026,059 | ||||
| Agri-business and agricultural loans: | |||||||||
| Loans secured by farmland | 177,503 | 186,437 | 172,633 | 164,375 | 137,407 | ||||
| Loans for agricultural production | 193,010 | 196,404 | 222,210 | 141,719 | 136,380 | ||||
| Total agri-business and agricultural loans | 370,513 | 382,841 | 394,843 | 306,094 | 273,787 | ||||
| Other commercial loans | 95,657 | 124,076 | 98,270 | 85,075 | 75,715 | ||||
| Total commercial loans | 3,441,184 | 3,370,511 | 3,062,526 | 2,700,734 | 2,410,934 | ||||
| Consumer 1-4 family mortgage loans: | |||||||||
| Closed end first mortgage loans | 185,822 | 179,302 | 163,155 | 158,062 | 145,167 | ||||
| Open end and junior lien loans | 187,030 | 181,865 | 169,664 | 163,700 | 150,220 | ||||
| Residential construction and land development loans | 16,226 | 13,478 | 15,015 | 9,341 | 6,742 | ||||
| Total consumer 1-4 family mortgage loans | 389,078 | 374,645 | 347,834 | 331,103 | 302,129 | ||||
| Other consumer loans | 86,064 | 74,369 | 61,308 | 49,113 | 49,541 | ||||
| Total consumer loans | 475,142 | 449,014 | 409,142 | 380,216 | 351,670 | ||||
| Subtotal | 3,916,326 | 3,819,525 | 3,471,668 | 3,080,950 | 2,762,604 | ||||
| Less: Allowance for loan losses | (48,453) | (47,121) | (43,718) | (43,610) | (46,262) | ||||
| Net deferred loan fees | (1,581) | (1,066) | (741) | (21) | (284) | ||||
| Loans, net | $3,866,292 | $3,771,338 | $3,427,209 | $3,037,319 | $2,716,058 |
The ratio of loans to total loans by portfolio segment as of December 31, 2018, 2017, 2016, 2015 and 2014 was as follows:
| 2018 | 2017 | 2016 | 2015 | 2014 | |||||
| Commercial and industrial loans | 35.89% | 37.14% | 36.54% | 38.28% | 37.48% | ||||
| Commercial real estate and multi-family residential loans | 40.08% | 37.83% | 37.47% | 36.68% | 37.14% | ||||
| Agri-business and agricultural loans | 9.46% | 10.02% | 11.36% | 9.93% | 9.91% | ||||
| Other commercial loans | 2.44% | 3.25% | 2.83% | 2.76% | 2.74% | ||||
| Consumer 1-4 family mortgage loans | 9.93% | 9.81% | 10.02% | 10.75% | 10.94% | ||||
| Other consumer loans | 2.20% | 1.95% | 1.78% | 1.60% | 1.79% | ||||
| Total Loans | 100.00% | 100.00% | 100.00% | 100.00% | 100.00% |
In 2018, net loan balances increased by $95.0 million to $3.866 billion, which is net of approximately $49.8 million in loans originated and sold and $316,000 transferred to other real estate in 2018. In 2017, net loan balances increased by $344.1 million to $3.771 billion, which is net of approximately $54.2 million in loans originated and sold and $88,000 transferred to other real estate in 2017. In 2016, loan balances increased by $389.9 million to $3.427 billion, which is net of approximately $70.0 million in loans originated and sold and $105,000 transferred to other real estate in 2016.
The mix of loan types within the Company’s portfolio continued a trend toward a higher percentage of the total loan portfolio being in commercial loans. This higher percentage of commercial loans to the total portfolio was a result of the Company’s long standing strategic plan that is focused on organic expansion and growth in the commercial business. The owner-occupied commercial real estate loans tend to represent the real estate holding of our commercial and industrial loan customers. Another significant loan segment are loans to the agri-business sector, which has resulted in the Company becoming one of the largest agricultural lenders in the State of Indiana.
The residential construction and land development loans class included construction loans totaling $12.5 million, $10.0 million, $11.4 million, $7.3 million and $5.3 million as of December 31, 2018, 2017, 2016, 2015 and 2014. The Bank generally sells conforming mortgage loans which it originates on the secondary market. These loans generally represent mortgage loans that are made to clients with long-term or substantial relationships with the Bank on terms consistent with secondary market requirements. The loan classifications are based on the nature of the loans as of the loan origination date. There were no foreign loans included in the loan portfolio for the periods presented.
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Repricing opportunities of the loan portfolio occur either according to predetermined adjustable rate schedules included in the related loan agreements or upon maturity of each principal payment. The following table indicates the scheduled maturities of the loan portfolio as of December 31, 2018:
| Commercial | ||||||||||||||||
| Real Estate | ||||||||||||||||
| and | Agri-business | Consumer | ||||||||||||||
| Commercial and | Multi-family | and | Other | 1-4 Family | Other | |||||||||||
| (dollars in thousands) | Industrial | Residential | Agricultural | Commercial | Mortgage | Consumer | Total | Percent | ||||||||
| Within one year | $699,601 | $286,261 | $155,117 | $31,461 | $17,662 | $13,149 | $1,203,251 | 30.72 | % | |||||||
| After one year, within five years | 581,655 | 840,277 | 136,908 | 25,773 | 81,591 | 42,198 | 1,708,402 | 43.62 | ||||||||
| Over five years | 120,305 | 440,828 | 78,205 | 38,423 | 288,935 | 30,717 | 997,413 | 25.47 | ||||||||
| Nonaccrual loans | 3,818 | 2,269 | 283 | 0 | 890 | 0 | 7,260 | 0.19 | ||||||||
| Total loans | $1,405,379 | $1,569,635 | $370,513 | $95,657 | $389,078 | $86,064 | $3,916,326 | 100.00 | % |
At maturity, credits are reviewed and, if renewed, are renewed at rates and conditions that prevail at the time of maturity.
Loans due after one year which have a predetermined interest rate and loans due after one year which have floating or adjustable interest rates as of December 31, 2018 amounted to $878.0 million and $1.156 billion, respectively.
Bank Owned Life Insurance
Bank owned life insurance increased by $1.2 million to $77.1 million at December 31, 2018 and by $1.9 million to $75.9 million at December 31, 2017 from $74.0 million at December 31, 2016. The increases during 2018 and 2017 were primarily due to investment returns on the life insurance policies of pre-existing life insurance policies. Bank owned life insurance provides investment income from the securities the life insurance is invested in and offsets benefit plan expenses.
Sources of Funds
The average daily deposits and borrowings together with the average rates paid on those deposits and borrowings for the years ended December 31, 2018, 2017 and 2016 are summarized in the following table:
| % Balance Change | ||||||||||||||||
| 2018 | 2017 | 2016 | From Prior Year | |||||||||||||
| (dollars in thousands) | Balance | Rate | Balance | Rate | Balance | Rate | 2018 | 2017 | ||||||||
| Noninterest bearing demand deposits | $858,027 | 0.00 | % | $789,307 | 0.00 | % | $724,350 | 0.00 | % | 9 | % | 9 | % | |||
| Savings and transaction accounts: | ||||||||||||||||
| Savings deposits | 257,959 | 0.13 | 272,811 | 0.15 | 264,669 | 0.17 | (5) | 3 | ||||||||
| Interest bearing demand deposits | 1,475,776 | 1.22 | 1,401,216 | 0.71 | 1,282,257 | 0.44 | 5 | 9 | ||||||||
| Time deposits: | ||||||||||||||||
| Deposits of $100,000 or more | 1,236,528 | 1.83 | 1,052,705 | 1.30 | 959,569 | 1.04 | 17 | 10 | ||||||||
| Other time deposits | 265,604 | 1.51 | 241,170 | 1.21 | 246,971 | 1.15 | 10 | (2) | ||||||||
| Total deposits | $4,093,894 | 1.10 | % | $3,757,209 | 0.72 | % | $3,477,816 | 0.54 | % | 9 | % | 8 | % | |||
| FHLB advances and other borrowings | 146,640 | 1.90 | 210,537 | 1.32 | 119,225 | 1.28 | (30) | 77 | ||||||||
| Total funding sources | $4,240,534 | 1.12 | % | $3,967,746 | 0.75 | % | $3,597,041 | 0.57 | % | 7 | % | 10 | % | |||
Time deposits as of December 31, 2018 will mature as follows:
| $100,000 | % of | |||||||
| (dollars in thousands) | or more | Other | Total | Total | ||||
| Within three months | $395,750 | $41,423 | $437,173 | 30.79 | % | |||
| Over three months, within six months | 203,838 | 41,840 | 245,678 | 17.31 | ||||
| Over six months, within twelve months | 205,874 | 44,598 | 250,472 | 17.64 | ||||
| Over twelve months | 340,759 | 145,672 | 486,431 | 34.26 | ||||
| Total time certificates of deposit | $1,146,221 | $273,533 | $1,419,754 | 100.00 | % |
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Deposits
Total deposits increased by $35.4 million to $4.044 billion, comparing December 31, 2018 to December 31, 2017. The growth in deposits consisted of $135.5 million in core deposit growth offset by a decrease of $100.1 million in brokered deposits. Total deposit growth was led by an increase of $112.4 million in commercial deposits. In addition, retail deposits increased by $57.9 million while public funds deposits decreased by $34.7 million. The growth in deposits in 2018 resulted from increased deposit balances from new and existing customers, as well as a decreased utilization of brokered deposits. Core deposit growth enabled the Company to reduce reliance on wholesale funding during 2018.
Total deposits increased by $430.7 million to $4.009 billion, comparing December 31, 2017 to December 31, 2016. The growth in deposits consisted of $263.9 million in core deposit growth with $166.8 million of the growth coming in the form of brokered deposits. Total deposit growth was led by an increase of $78.9 million in commercial deposits. In addition, retail deposits and public funds deposits increased by $141.7 million and $43.3 million, respectively. The growth in deposits in 2017 resulted from increased deposit balances from new and existing customers, as well as an increased utilization of brokered deposits. The Company used brokered deposits to fund part of its loan growth, reduce short-term borrowings, and to help maintain its desired interest rate risk position.
As previously noted, 30% of the Company’s deposit base is attributable to public fund entities which primarily represent customers in the Company’s geographic footprint. A shift in funding away from public fund deposits could require the Company to execute alternate funding plans under the Contingency Funding Plan discussed in further detail under “Liquidity Risk” below. The following table presents total deposits by portfolio segment as of December 31, 2018, 2017 and 2016:
| (dollars in thousands) | 2018 | 2017 | 2016 | ||||||
| Retail | $1,588,225 | 39.3% | $1,530,368 | 38.2% | $1,388,637 | 38.8% | |||
| Commercial | 1,075,419 | 26.6% | 963,064 | 24.0% | 884,178 | 24.7% | |||
| Public funds | 1,215,533 | 30.0% | 1,250,243 | 31.2% | 1,206,920 | 33.8% | |||
| Core deposits | 3,879,177 | 95.9% | 3,743,675 | 93.4% | 3,479,735 | 97.3% | |||
| Brokered deposits | 164,888 | 4.1% | 264,980 | 6.6% | 98,177 | 2.7% | |||
| Total deposits | $4,044,065 | 100.0% | $4,008,655 | 100.0% | $3,577,912 | 100.0% | |||
Borrowings
During 2018, average total short-term borrowings decreased by $63.9 million to $115.7 million, primarily due to a decrease in advances with the Federal Home Loan Bank of Indianapolis (“FHLBI”). Ending balances of total short-term borrowings increased $94.9 million during 2018 to $245.6 million, due to increases in FHLBI advances that typically increase at the end of the year. Short-term borrowings are used to fund short-term balance sheet growth due to the flexible nature of the financial instrument and allows the Company to prudently lend to commercial or retail borrowers when opportunities are presented.
During 2017, average total short-term borrowings increased by $91.3 million to $ 179.6 million, primarily due to an increase in advances with the FHLBI. Ending balances of total short-term borrowings decreased $79.4 million during 2017 to $150.7 million, due to decreases in FHLBI advances offset by increases in securities sold under agreements to repurchase and brokered certificates of deposit. Short-term borrowings are used to fund short-term balance sheet growth due to the flexible nature of the financial instrument and allows the Company to prudently lend to commercial or retail borrowers when opportunities are presented. In September of 2017, the Company raised $150.0 million in brokered deposits and repaid all outstanding short-term borrowings.
Capital
The Company believes that a strong, appropriately managed capital position is critical to long-term earnings and continuing growth in loans. The Company had a total risk-based capital ratio of 14.2%, a Tier I risk-based capital ratio of 13.1% and a common Tier 1 risk-based capital ratio of 12.4% as of December 31, 2018. These ratios met or exceeded the Federal Reserve’s “well-capitalized” minimums of 10.0%, 8.0% and 6.5%, respectively. The Company also had a Tier 1 leverage ratio of 11.4% and a tangible equity ratio of 10.6%. See Note 16 – Capital Requirements for more information.
The ability to maintain these ratios is a function of the balance between net income and a prudent dividend policy. Total stockholders’ equity increased by 11.3% to $521.6 million as of December 31, 2018 from $468.6 million as of December 31, 2017. The Company earned $80.4 million in 2018 and $57.3 million in 2017. The Company declared cash dividends of $1.00 per share in 2018, which decreased equity by $25.3 million. The Company declared cash dividends of $0.85 per share in 2017, which decreased equity by $21.4 million. The change in accumulated other comprehensive income, largely due to changes in the fair values of available-for-sale securities, decreased equity by $5.3 million in 2018 compared to an increase of $1.7 million in 2017. The impact to equity due to other comprehensive income is not included in regulatory capital. Amortization of stock based compensation expense increased equity by $5.6 million in 2018 and $5.7 million in 2017.
36
On January 8, 2019, the Board of Directors authorized the purchase of up to $30,000,000 shares of the Company’s common stock, representing approximately 3.0% of the company’s issued and outstanding shares of common stock as of December 31, 2018. The Board authorized this stock repurchase plan based on the strength of the company’s balance sheet and capital position. The Board believes that a stock repurchase plan is an important tool that can be utilized to enhance long term shareholder value. Share repurchases may be made periodically as permitted by securities laws and other legal and regulatory requirements and will be subject to market conditions as well as other factors. The timing, price and quantity of purchases will be at the discretion of the corporation and the program may be discontinued or suspended at any time. Repurchases may be made in the open market, through block trades or otherwise, and in privately negotiated transactions. If any share purchases are made, they will be made on or prior to December 31, 2019.
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RISK MANAGEMENT
Overview
The Company, with the oversight of the Corporate Risk Committee of the Board, has developed a company-wide risk management program intended to help manage and mitigate the various business risks the Company is exposed to. Following is a discussion addressing the risks identified as most significant to the Company – Credit, Liquidity and Interest Rate or Market Risk. Item 7A. includes additional market risk discussion.
Credit Risk
Credit risk represents the risk of loss arising from an obligor’s inability or failure to meet contractual payment or performance terms. Our primary credit risks result from lending and investment activities.
Investment Portfolio
The Company’s investment portfolio consists of Treasury securities, government agencies, and municipal bonds. During 2018, purchases in the securities portfolio consisted of primarily mortgage-backed securities and municipal bonds. As of December 31, 2018, the Company’s investment in mortgage-backed securities represented approximately 62% of total securities consisting of Collateralized Mortgage Obligations (“CMOs”), Commercial Mortgage-Backed Securities (“CMBSs”) and mortgage pools issued by Ginnie Mae, Fannie Mae and Freddie Mac. Ginnie Mae, Fannie Mae and Freddie Mac securities are each guaranteed by their respective agencies as to principal and interest. All mortgage securities purchased by the Company in 2018 were within risk tolerances for price, prepayment, extension and original life risk characteristics contained in the Company’s investment policy. The Company uses analytics provided by its third party portfolio advisor to evaluate and monitor all investments on a quarterly basis. Based upon these analytics as of December 31, 2018, the securities in the available for sale portfolio had approximately a 4.1 year effective duration with approximately a negative 13.96% change in market value in the event of a 300 basis point upward, instantaneous rate shock and an approximate positive 3.35% change in market value in the event of a 100 basis point downward, instantaneous rate shock. As of December 31, 2018, all mortgage-backed securities were performing in a manner consistent with management’s ALCO modeled expectations at time of purchase.
Loan Portfolio
The Company has a relatively high percentage of commercial and commercial real estate loans, most of which are extended to small or medium-sized businesses from a wide variety of industries. Traditionally, this type of lending may have more credit risk than other types of lending because of the size and diversity of the credits. The Company manages this risk by adjusting its pricing to the perceived risk of each individual credit and by diversifying the portfolio by customer, product, industry and market area.
There were no loan concentrations within industries, which exceeded ten percent of total loans, except commercial real estate, manufacturing and agri-business. Commercial real estate was $1.570 billion, or 40.1% of total loans, manufacturing was $472.2 million, or 12.1% of total loans, and agri-business was $370.5 million, or 9.5% of total loans, at December 31, 2018. Nearly all of the Bank’s commercial, industrial, agricultural real estate mortgage, real estate construction mortgage and consumer loans are made within its geographic market areas and to diverse industries.
38
The following is a summary of nonperforming loans as of December 31, 2018, 2017, 2016, 2015 and 2014.
| (dollars in thousands) | 2018 | 2017 | 2016 | 2015 | 2014 | ||||
| Commercial and industrial loans | |||||||||
| Past due accruing loans (90 days or more) | $0 | $0 | $0 | $0 | $101 | ||||
| Nonaccrual loans(1) | 3,818 | 4,922 | 2,224 | 5,109 | 4,230 | ||||
| Subtotal nonperforming loans | 3,818 | 4,922 | 2,224 | 5,109 | 4,331 | ||||
| Commercial real estate and multi-family residential loans | |||||||||
| Past due accruing loans (90 days or more) | 0 | 0 | 0 | 0 | 0 | ||||
| Nonaccrual loans(1) | 2,269 | 3,621 | 3,723 | 7,174 | 7,204 | ||||
| Subtotal nonperforming loans | 2,269 | 3,621 | 3,723 | 7,174 | 7,204 | ||||
| Agri-business and agricultural loans | |||||||||
| Past due accruing loans (90 days or more) | 0 | 0 | 0 | 0 | 0 | ||||
| Nonaccrual loans(1) | 283 | 282 | 283 | 471 | 486 | ||||
| Subtotal nonperforming loans | 283 | 282 | 283 | 471 | 486 | ||||
| Other commercial loans | |||||||||
| Past due accruing loans (90 days or more) | 0 | 0 | 0 | 0 | 0 | ||||
| Nonaccrual loans(1) | 0 | 0 | 0 | 0 | 30 | ||||
| Subtotal nonperforming loans | 0 | 0 | 0 | 0 | 30 | ||||
| Consumer 1-4 family mortgage loans | |||||||||
| Past due accruing loans (90 days or more) | 0 | 6 | 53 | 0 | 29 | ||||
| Nonaccrual loans(1) | 890 | 341 | 409 | 301 | 1,576 | ||||
| Subtotal nonperforming loans | 890 | 347 | 462 | 301 | 1,605 | ||||
| Other consumer loans | |||||||||
| Past due accruing loans (90 days or more) | 0 | 0 | 0 | 0 | 0 | ||||
| Nonaccrual loans(1) | 0 | 235 | 0 | 0 | 51 | ||||
| Subtotal nonperforming loans | 0 | 235 | 0 | 0 | 51 | ||||
| Total nonperforming loans | $7,260 | $9,407 | $6,692 | $13,055 | $13,707 |
(1) Includes nonaccrual troubled debt restructured loans.
Nonperforming assets of the Company include nonperforming loans (as indicated above), nonaccrual investments and other real estate owned and repossessions, the total of which amounted to $7.6 million and $9.5 million at December 31, 2018 and 2017, respectively. As of December 31, 2018, management believed that there were no significant foreseeable losses relating to nonperforming assets, except as discussed below.
Loans for which the borrower appears to be unable or unwilling to repay its debt in full or on time and the collateral is insufficient to cover all principal and accrued interest, will be reclassified as nonperforming loans to the extent they are unsecured, on or before the date when the loan becomes 90 days delinquent, with the exception of small dollar other consumer loans which are not placed on nonaccrual status since these loans are charged-off when they have been delinquent from 90 to 180 days, and when the related collateral, if any, is not sufficient to offset the indebtedness. When a loan is classified as a nonaccrual loan, interest on the loan is no longer accrued, all unpaid accrued interest is reversed and interest income is subsequently recorded only to the extent cash payments are received. Accrual status is resumed when all contractually due payments are brought current and future payments are reasonably assured.
Nonaccrual loans were 0.19% of total loans, at year end 2018 versus 0.25% of total loans, at year end 2017. There were 44 loans totaling $26.7 million classified as impaired as of December 31, 2018 versus 33 loans totaling $13.9 million at the end of 2017. The increase in impaired loans during 2018 resulted primarily from loan relationships categorized as substandard which had further downward migration in 2018 to impaired status. Total nonperforming loans were $7.3 million, or 0.19% of total loans, at year end 2018 versus $9.4 million, or 0.25% of total loans, at the end of 2017.
A loan is impaired when full payment under the original loan terms is not expected. Impairment is evaluated in total for smaller-balance loans of similar nature not in nonaccrual or troubled debt restructured status such as residential mortgage, consumer, and credit card loans, and on an individual loan basis for other loans. If a loan is impaired, a portion of the allowance may be allocated so that the loan is reported, net, at the present value of estimated future cash flow or at the fair value of collateral if repayment is expected solely from the collateral.
As of December 31, 2018 and 2017, all non-homogenous loans on nonaccrual status were also on impaired status. There were $26.7 million and $13.9 million of loans classified as impaired as of December 31, 2018 and 2017.
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Loans renegotiated as troubled debt restructurings are those loans for which either the contractual interest rate has been reduced below market rates and/or other concessions are granted to the borrower because of a deterioration in the financial condition of the borrower which results in the inability of the borrower to meet the terms of the loan.
As of December 31, 2018, there were 40 loans totaling $12.4 million renegotiated as troubled debt restructurings of which $7.2 million were modified in 2018. Of these loans, $4.4 million were included in nonaccrual loans in the previous table and the remaining $8.0 million were performing under their modified terms. As of December 31, 2017, there were 42 loans totaling $10.6 million renegotiated as troubled debt restructurings of which $3.9 million were modified in 2017. Of these loans, $7.7 million were included in nonaccrual loans in the previous table and the remaining $2.9 million were performing under their modified terms. The Company has no commitments to lend additional funds to any of the borrowers.
The following is a summary of the loan loss experience for the years ended December 31, 2018, 2017, 2016, 2015 and 2014.
| (dollars in thousands) | 2018 | 2017 | 2016 | 2015 | 2014 | |||||
| Amount of loans outstanding, net of deferred fees, December 31, | $3,914,745 | $3,818,459 | $3,470,927 | $3,080,929 | $2,762,320 | |||||
| Average daily loans outstanding during the year ended December 31, | $3,843,912 | $3,610,908 | $3,225,635 | $2,885,568 | $2,650,678 | |||||
| Allowance for loan losses, January 1, | $47,121 | $43,718 | $43,610 | $46,262 | $48,797 | |||||
| Loans charged-off: | ||||||||||
| Commercial and industrial loans | 5,215 | 842 | 801 | 1,320 | 1,441 | |||||
| Commercial real estate and multi-family residential loans | 491 | 406 | 566 | 1,114 | 2,560 | |||||
| Agri-business and agricultural loans | 0 | 0 |